Emotional Intelligent

Emotional Intelligence

Patricia M Giles

Principles of Management 331

Mr. Franquet

Campbell University

July 10, 2005

Abstract

In recent years emotional intelligence has become one of the hottest topics between organizations. Researchers have been working on this topic for time to time, to demonstrate or refute the importance of feelings. In the beginning common thoughts from managers and or supervisors were, “…emotions are in the way...”, “Emotions try to keep us from making good decisions.”, “…emotions increase a lack on focusing.” Fortunately, an indeed research takes emotional intelligence to an ultimate ideal in which intelligence is based on emotions, and people who contain this capacity are less depressed, in good health, more employable, and have better interactions.

Emotional Intelligence

In recent years, a great deal of attention has been dedicated to emotional intelligence. Numerous researches have been done on emotions and feelings applicable to work, schools and families in general. However, the term emotional intelligence has received a large amount of attention as a reason that is potentially helpful in understanding and predicting individual performance at work. In today businesses, leaders grade emotional intelligence potential as critical for success. As a result of displaying emotional intelligence, managers delineate the boundaries for the team and create an atmosphere for building relationships, creating in this way stronger teams. This paper examines the definition of emotional intelligence and issues surrounding its application in a workplace.

Emotional intelligence began when two physiologist professors, John D. Mayer and Peter Salovey, were discussing about politics on a summer season.