Emotional Intelligence

The study of intelligence within the scientific community is not a new development. Symbolically, the study of intelligence is related to research in the cognitive domain. The cognitive domain refers to the knowing domain. That is why when knowledge is imparted, the objective is to ensure that the recipient is familiar with the cognitive aspects of the knowledge gained. In this area of intelligence, the cognitive field refers to the mode of thinking that controls memory and directs problem solving (quantitative and qualitative skills) aspects of the brain. However, in the last sixty years many psychologists have researched the non-cognitive intelligence and this area is presently gaining momentum. The non-cognitive intelligence domain involves emotional understanding, empathy, and compassion. This non-cognitive field of intelligence is commonly known as emotional intelligence. In 1937 Robert Thorndike researched "social intelligence", and highlighted that social intelligence is the precursor to modern research in emotional intelligence. Then in 1940 the distinguished psychologist, David Wechsler, conducted an intense study that stated "non-intellective abilities" is a crucial element as it helps predict the success of individuals in life. In the early 1950s the Office of Strategic Services developed an assessment system that evaluated non-cognitive abilities. This assessment tool was first used in business by AT&T in 1956. In 1959, the psychologist John Hemphill stated that emotional balance is an important aspect in the deliverance of effective leadership. Subsequently, in the early 1990s renowned psychologists such as David R. Caruso, Peter Salovey, John Mayer, and Daniel Goleman brought emotional intelligence to the forefront of management and intellectual theory. Today emotional intelligence is of great importance to numerous businesses and social applications.

[...] Given comparable size, companies whose CEOs exhibited more EI competencies showed better financial results as measured by both profit and growth”.3 A popular misconception in many organizations is that intellectual intelligence and experience are the most important qualities required of a manager. However, as stated a recent study showed “emotional intelligence competencies (such as vision, building relationships, and developing people) are more important to leadership success than typical leadership competencies, such as external/market orientation, financial acumen and planning”.1 While concern for subordinates’ emotions has quickly become one of the staples of management theory, managers must always consider the goals and mission of the organization. [...]

[...] Emotional Management While there has been great debate regarding the true nature of emotional intelligence as it pertains to management/leadership, most scholars agree that EI plays an important role in its effectiveness. Since the early research by Caruso, Salovey, and Mayer, many noticed its obvious application to the business/management world. Their research, along with David Goleman’s 1995 book Emotional Intelligence, set off a managerial revolution. In fact, a major survey showed the majority of managers now list emotional intelligence among the most important, if not the most important, attributes of leadership/management.1 “Managing could loosely be defined as “understanding the expression of emotion, the use of emotions in making decisions, and managing and controlling emotions.” It’s the proper application of emotional skills to management and leadership. [...]