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While there are many benefits to having high intelligence, many managers, supervisors, and other workers—particularly those who work in businesses in which interpersonal relationships are key—have become keenly aware that workplace success may depend on their ability to use another invaluable personality trait: emotional intelligence.The concept of emotional intelligence (EQ) was introduced by psychologists Peter Salovey and John Mayer in a landmark article in 1990.They may even expose their workers to public embarrassment, shame, or guilt in an effort to reach their own personal goals.
In settings where people tend to work alone, people who possess high emotional intelligence may actually perform at a lower level than the average worker because they may be overly concerned about the emotions of other people.
In certain environments, employees with high emotional intelligence may be better able to cooperate with others, manage work-related stress, solve conflicts that may arise within workplace relationships, and learn from previous interpersonal mistakes.
Konstantin Vasily Petrides developed the trait model, which focuses on how people view their own emotional abilities, and Goleman developed the mixed model, which uses principles from both the ability and trait models.
Though each model has its distinguishing features, the underlying principles of the models are similar.
The ability to build mutual trust and respect can become especially important if an unpopular decision is made within the business setting, but the managers need to keep their teams working efficiently.
Like all other types of relationships, work relationships may experience problems sooner or later.A number of theories have emerged to explain the concept of emotional intelligence.Salovey and Mayer developed the ability model, which emphasizes a person’s capacity to understand and use emotional information in social contexts.Good is not intended to be a substitute for professional advice, diagnosis, medical treatment, or therapy.Always seek the advice of your physician or qualified mental health provider with any questions you may have regarding any mental health symptom or medical condition.They are also more likely to try to improve work relationships.While leaders with high EQ are more likely to maximize the efforts and output of their employees, leaders with low EQ are more likely to have a negative impact on the productivity of their teams.A good leader is able to create the type of work environment where each person feels relevant and motivated to succeed.Leaders with high emotional intelligence are able to use their social skills to foster rapport and trust with their employees.They tend to view their team members as individuals with unique abilities, backgrounds, and personalities, rather than as a uniform collective.Effective leaders seek to understand and connect emotionally with their staff—genuinely sharing in their joys as well as their concerns.