Emotional Intelligence

High levels of emotional intelligence benefit individuals in any occupational field. The concept describes three types of model that help us to understand the notion of Emotional intelligence and reviews a wide range of benefits, weaknesses and key success factors.

Technique Overview

Emotional Intelligence

Emotional Intelligence Definition

Emotional intelligence is seen as a form of social intelligence that involves the ability to monitor one’s own and others’ feelings and emotions, to discriminate among them, and to use this information to guide one’s thinking and action (Salovey & Mayer, 1990). For instance, the ability to recognise accurately what another person is feeling enables one to develop a specific competency such as Influence.

Emotional Intelligence Description *

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Business Evidence

Emotional Intelligence Strengths *

Emotional Intelligence Weaknesses *

Examples of Emotional Intelligence *

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Business Application

Emotional Intelligence Implementation *

Success Factors of Emotional Intelligence *

Measures of Emotional Intelligence *

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Professional Tools

Emotional Intelligence Videos *

Emotional Intelligence Downloads *

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Further Reading

Emotional Intelligence Web Resources *

Emotional Intelligence Print Resources *

Emotional Intelligence References (4 of up to 20) *

  • Antonakis, J. (2004) 'On Why "Emotional Intelligence" Will Not Predict Leadership Effectiveness Beyond IQ or the "Big Five": An Extension and Rejoinder'. Organizational Analysis, 12(2), 171-182.
  • Barbey, A. K.; Colom, R.; Grafman, J. (2012). "Distributed neural system for emotional intelligence revealed by lesion mapping". Social Cognitive and Affective Neuroscience. 9
  • Bar-On, R. (2005) 'The Bar-On Model of Emotional-Social Intelligence'. In P. Fernández-Berrocal and N. Extremera (Guest Editors), Special Issue on Emotional Intelligence. Psicothema, 17.
  • Cavazotte, Flavia; Moreno, Valter; Hickmann, Mateus (2012). "Effects of leader intelligence, personality and emotional intelligence on transformational leadership and managerial performance". The Leadership Quarterly. 23 (3): 443–455

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