Emotional Intelligence Mark Orvidas Walden University Introduction I have to say that getting back to considering emotional intelligence has been a bit of a walk down memory lane. When I was working for J&J, I was invited to attend a leadership workshop on emotional intelligence. As you might imagine, and probably have experienced, there were many individual and group exercises. I particularly remember a talk given by Daniel Goleman, he stresses the social aspects of leadership, and how it emotional competencies may trump intellectual competencies once a certain knowledge threshold is achieved.
Later, we all receive a personalized copy of his new book, Working with Emotional Intelligence, which was the fall of 1998. New Insights Self-awareness is a basic competency that requires being in touch with our feelings, and using those feelings as a guide to decision making (Goleman, 1998).
Being self-aware can help build self-confidence as a leader. While taking the assessment I felt like a Likert scale might be a more accurate scale since I found myself answering a version of “sometimes” to many questions (Nahavandi, 2012).
Consequently, when this happened, I answered false, for to be “true” it should always be true.
That said, my score on the self-awareness subsection was by far the worst (5 of 8).
I realized that I really don’t create opportunities to learn about myself, nor do I analyze events that affect me. I usually don’t take things too personally and move on to the next challenge (unless it really was my fault! ).
The Essay on Emotional Intelligence 6
... a main component of emotional intelligence. In Effective Emotional Orientation (EEO), a leader must have emotional intelligence. This helps him/her ... organizations have incorporated various aspects of the emotional intelligence values. This helps institutions to promote working ... Nevertheless, EEO can be promoted through achievement of competencies. The skills that an individual acquires help ...
I have to say that I scored pretty well in the other categories, none “perfect” and I think this is due to the fact the my job for the last 20+ years requires a high degree of self-motivation, self-regulation, understanding and above all, social skill: although, my next lowest score was social skills (12 of 15).
I don’t do to well with handling difficult people, and I don’t feel like I am all that persuasive. Usually, I just let the facts speak for themselves. New Impacts I think I will take these results and pay more attention to the details of how a scenario has unfolded and put myself in a position to ask what I could have done differently. Use the opportunity to assess strengths and weaknesses and learn about myself. I feel like I am a pretty humble, easy-gone person but can be hard on myself when the mistake is mine.
I feel that as a public health leader, I would share my missteps with my team and perhaps others may do the same so we all can learn from each other in a non-threatening environment. In doing so, perhaps I will be a more authentic leader and be able to share my vision from a credible position, and others will be inspired to follow my lead. Reference: Goleman, D. (1998).
Working with Emotional Intelligence. New York, New York; Bantam Nahavandi, A. (2012).
The art and science of leadership (6th ed. ).
Upper Saddle River, NJ: Pearson.
