1. Emotional Intelligence
History and Significance

2. Paradigm/Definition
There is an intelligence based on emotion, and people who have this capacity are less depressed, healthier, more enjoyable, and have better relationships
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

3. Paradigm/Definition
The ability to perceive emotions; to access and generate emotions so as to assist thought; to understand emotions and emotional knowledge; and to reflectively regulate emotions so as to promote emotional and intellectual growth

4. 2,000 years when Plato wrote, “All learning has an emotional base.”

5. Contributors
David Wechsler, Edward Thorndike, Howard Gardner, Wayne Payne, Reuven Bar-On, MSC (Mayer, Salovey, Caruso), and Daniel Goleman.

6. Researchers/Writers Daniel Goleman – writer -Emotional Intelligence
John Mayer and Peter Salovey – researchers
non-cognitive aspects of intelligence; they defined emotional intelligence in 1990

7. Researchers/Writers David Wechsler
The global capacity of the individual to act purposefully, to think rationally, and to deal effectively with his environment
intelligence was comprised of “non- intellective” and “intellective” elements.
1943, he proposed that “non- intellective” elements were crucial for predicting a person’s ability to succeed in life

8. Researchers/Writers
Edward Thorndike was a psychologist who developed an important distinction between three broad classes of intellectual functioning in the late 1930’s
abstract intelligence
mechanical intelligence
social intelligence

9. Researchers/Writers Thorndike
abstract intelligence- measured by testing
mechanical intelligence-the ability to visualize relationships among objects and understand how the physical world work
social intelligence - the ability to successfully function in interpersonal situations

10. Researchers/Writers Howard Gardner
Harvard Graduate School in Education developed a theory of multiple intelligences. He found seven types of intelligence that include: logical, linguistic, musical, spatial, kinesthetic, intrapersonal, and interpersonal

11. Researchers/Writers Howard Gardner
seven types of intelligence that include:
logical
linguistic
musical
spatial
kinaesthetic
intrapersonal
interpersonal

12. Researchers/Writers Howard Gardner
2 types that fit emotional intelligence
Intrapersonal intelligence - is the capacity to manage ourselves through knowing and understanding our feelings, wishes, needs, wants, and purpose
interpersonal intelligence- involves the ability to be sensitive to other people’s emotions and psychological states, and enables us to choose appropriate responses

13. Researchers/Writers Wayne Payne – 1985 doctoral student
coined the term “emotional intelligence”in the title of his dissertation.
A Study of Emotion: Developing Emotional Intelligence; Self-Integration; Relating to Fear, Pain, and Desire

14. Researchers/Writers Reuven Bar-On
developed the term “EQ,” or emotional quotient in 1985 to describe his approach to estimating social and emotional competence
part of numerous research projects
Bar-On and several colleagues are writing a two-volume series on the assessment of emotional and social intelligence

15. Researchers/Writers Mayer and Salovey
co-authored two academic papers in 1990
attempting to develop a method of scientifically measuring the difference between people’s ability in the area of emotion

16. Researchers/Writers Mayer and Salovey
Developed four branches of mental ability
perception, appraisal, and expression of emotion
emotional facilitation of thinking
understanding and analyzing emotions
reflective regulation of emotion to promote emotional and intellectual growth

17. Mayer and Salovey

18. Mayer and Salovey
ability to stay open to feelings, both pleasant and unpleasant;
to reflectively engage or detach from an emotion depending its judged utility;
to reflectively monitor emotions in relation to oneself and others;
to manage emotion in oneself and others by moderating negative emotions and enhancing positive emotions

19. Goleman Aspects of Emotional Intelligence Knowing one’s emotions
Managing emotions
Motivating oneself
Recognizing emotion in others
Handling relationships

20. Goleman - Aspects of Emotional Intelligence
Knowing ones emotions - self-awareness and recognizing an emotion when it occurs
Managing emotions - handling emotions in a fashion to build on self-awareness
Motivating oneself - the ability to channel emotions in the service of a goal
Recognizing emotions in others, or empathy -the appreciation of the differences in people and the sensitivity to other’s feelings.
Handling relationships -managing emotions in others

21. Emotional Intelligence tests
Emotional Competence Inventory 360 (ECI 360)
Bar-On EQ-i
MSCEIT – Mayer, Salovey and Caruso Emotional Intelligence Test
Work Profile Questionnaire (WPQei)

22. Emotional Intelligence tests
Emotional Competence Inventory 360 (ECI 360) - measures the twenty-five competencies outlined in Goleman’s 1998 book
Bar-On EQ-i - tested on over 48,000 people worldwide.
gives an overall “EQ” score and scores of five composite scales.
interpersonal, intrapersonal, adaptability, stress management, and general mood.

23. Emotional Intelligence tests
MSCEIT – Mayer, Salovey and Caruso Emotional Intelligence Test - measures the four branches of mental ability outlined in Mayer and Salovey’s model
Work Profile Questionnaire (WPQei) - tests the competencies and attributes as identified by Mayer, Salovey, and Goleman.
based on a model of emotional intelligence that is composed of seven intelligences

24. Importance to business
Leaders must understand followers
Followers must understand leaders

25. Importance of business
Emotional intelligence helps one’s ability to communicate
Method
Style

26. Business Cases
Experienced partners in a multinational consulting firm were assessed on the EI competencies plus three others. Partners who scored above the median on 9 or more of the 20 competencies delivered $1.2 million more profit from their accounts than did other partners – a 139 percent incremental gain (Boyatzis, 1999).

27. Business Cases
An analysis of more than 300 top-level executives from fifteen global companies showed that six emotional competencies distinguished stars from the average: Influence, Team Leadership, Organizational Awareness, self- confidence, Achievement Drive, and Leadership (Spencer, L. M., Jr., 1997).

28. Business Cases
Salespeople selected on the basis of emotional competence also had 63% less turnover during the first year than those selected in the typical way (Spencer & Spencer, 1993; Spencer, McClelland, & Kelner, 1997).

29. Business Cases
Research by the Center for Creative Leadership has found that the primary causes of derailment in executives involve deficits in emotional competence. The three primary ones are difficulty in handling change, not being able to work well in a team, and poor interpersonal relations.

30. Paving the Way
Assess the organization’s needs: Determine the competencies that are most critical for effective job performance in a particular type of job.

31. Paving the Way Assess the individual:
This assessment should be based on the key competencies needed for a particular job

32. Paving the Way Assess the individual:
This assessment should be based on the key competencies needed for a particular job

33. Paving the Way Deliver assessments with care Maximize learner choice
Encourage people to participate
Link learning goals to personal values
Adjust expectations: Build positive expectations
Gauge readiness for training

34. Paving the Way Make change self-directed Set clear goals
Break goals into manageable steps
Provide opportunities to practice
Give performance feedback
Rely on experiential methods: Active, concrete, experiential methods tend to work best for learning social and emotional competencies.

35. Paving the Way Build in support
Use models: Use live or videotaped models that clearly show how the competency can be used in realistic situations.
Enhance insight
Prevent relapse
Encourage use of skills on the job

36. Paving the Way
Develop an organizational culture that supports learning
Evaluate - One-year follow-ups are desirable