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Emotional intelligence (EI), also known as emotional quotient (EQ), is the ability to perceive, use, understand, manage, and handle emotions.High emotional intelligence includes emotional recognition of emotions of the self and others, using emotional information to guide thinking and behavior, discerning between and labeling of different feelings, and adjusting emotions to adapt to environments.
As Jim Clifton, chairman and CEO of Gallup, once astutely noted, “Employees everywhere don’t necessarily hate the company or organization they work for as much as they do their boss. Employees ...
Emotional competence and emotional capital refer to the essential set of personal and social skills to recognize, interpret, and respond constructively to emotions in oneself and others. The term implies an ease around others and determines one's ability to effectively and successfully lead and express.
The first two—public and private leadership—are "outer" or behavioral levels. These behaviors address what Scouller called "the four dimensions of leadership". These dimensions are: (1) a shared, motivating group purpose; (2) action, progress and results; (3) collective unity or team spirit; and (4) individual selection and motivation.
The Four cornerstone model was developed by Ayman Sawaf and Robert Cooper in 1997. [5] [7] Multiple studies and research carried out in regards to emotional intelligence based on this model revealed a marginal qualitative difference between the public and private sector executives and expand on the usage of this model. [7]
Emotional intelligence is the ability to recognize and interpret emotions that can be used to regulate emotions and assist cognitive processes which promote emotional and intellectual growth. [28] Emotional intelligence has been researched by Carmelli (2003) in order to see its effect on employees work performance. [29]
His Coursera MOOCs on leadership, emotional intelligence and coaching have over one and a half million visitors and enrolments from 215 countries. Using his Intentional Change Theory, Richard studies sustained, desired change at all levels of human endeavor. He began research on helping and coaching in 1967 and coaching executives in 1969.
The third level – personal leadership – is an "inner" level and concerns a person's leadership presence, knowhow, skills, beliefs, emotions and unconscious habits. "At its heart is the leader's self-awareness, his progress toward self-mastery and technical competence, and his sense of connection with those around him.
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