Emotional Intelligence

By The Bailey Group

“EQ’s and CEO’s: People Aren’t Carburetors.”

This is the story of a man named Bob who started working in the manufacturing department of a car company and was eventually promoted to vice president of the company but did not excel in his new position as he had on the floor. According to the article the reason for this was Bob’s lack of EQ skills or emotional intelligence. This piece claims that people are usually promoted because they are smart, driven and think outside the box. The people who posses these qualities are historically promoted as they have excelled in their work. These skills are needed but alone will not drive a successful leader. According to the article EQ skills are a better predictor of success than intelligence and experience.  The authors claim that EQ skills can be learned and have proven to be necessary to achieve high quality leadership.

1.  Bradberry, Travis, Ph.d, and Lac D. Su, M.S. “EQ’s and CEO’s: People Aren’t Carburetors.” TalentSmart Inc. (2004): 1-5.

“The Business Case for Emotional Intelligence EQ.”

This article has four different sections and each one pertains to emotional intelligence in business. The first section talks about the marriage of EQ and business, more specifically, the notion that emotional intelligence is a key aspect in business and will be for a long time.  The second part focuses on emotional intelligence case studies. This part takes an in depth look at a variety of business and the positive effects emotional intelligence had on their organizations. The third section of this article is a collection of recent articles on emotional intelligence. The last part of this piece is an overview of the emotional intelligence appraisal. This appraisal combines surveys and dynamic online learning that boosts employees EQ and is based on Daniel Goldman’s benchmark model of EQ.

2.  Bradberry, Travis Ph.d, and Jean Greaves Ph.d. “The Business Case for Emotional Intelligence EQ.”  TalentSmart, Inc. (2004): 1-14.

“EQ and Gender: Women Feel Smarter.”

This piece provides the findings of a worldwide study conducted by TalentSmart researchers that focused on the differences in EQ skills between men and women. The research showed that women scored higher than men in three out of the four emotional intelligence skills: self management, social awareness, and relationship management. According to the study the one area where the sexes scored the same was self awareness. The authors found that the results were about the same world wide and were consistent with previous research on intelligence and emotion between the sexes.

3.  Bradberry, Travis, Ph.d, and Lac D. Su, M.S. “EQ and Gender: Women Feel Smarter.” TalentSmart Inc. (2004): 1-3.

“The Role of Emotional Intelligence in Career Commitment and Decision-Making Process.”

The information provided in this paper includes the results of a research project conducted out of the University of Missouri-Kansas City. The collaborated efforts of the three authors offer a powerful and influential perspective on the value of emotional intelligence within organizations.  In this paper the relations between career decision making self efficacy, vocational exploration and commitment, and emotional intelligence were investigated. The findings of this research showed that emotional intelligence is measures by empathy, utilization of feelings, handling relationships, and self control which are all positively related to career decision making.

4.  Brown, Chris, Roberta George Curan, and Mariann L. Smith. “The Role of Emotional Intelligence in Career Commitment and Decision-Making Process.” Journal of Career Assessment. (2003): 379-390.