This paper is a literature review to define the hypotheses for further research on the relationship of emotionalintelligence (EI) to success as a sales person.
Abstract This paper explains that a series of studies have linked emotionalintelligence (EI) with increased performance outcomes in the workplace such as employee effectiveness ratings, sales quota indices, leadership capacity, career commitment and managerial advancement. The author points out that the commonly accepted models of emotionalintelligence (EI), which differ from the logical type termed as IQ or general intelligence, share several basic concepts including self-awareness, self-management, social awareness and relationship management. The paper suggests that hypotheses for research should be to acknowledge the need to establish further the connection between emotionalintelligence and work outcomes and to establish the greater impact of EI scores on sales performance as contrasted to IQ scores.
Table of Contents:
Introduction
Background of the Study
Statement of the Problem
Definition of Terms and Suggested Measures
Hypotheses of the Study
Further Research and Limitations of the Study
From the Paper "The Goleman-Boyatzis-Hay Emotional Competency Inventory is also based on a series of statements - but since it's a 360-degree instrument, individuals other than the test's subject are asked to answer the same questions about that subject. In this case, the ratings run from one to seven, with one being "slightly" and seven, "very." In practical terms, the Goleman-Boyatzis-Hay approach has focused less on training emotional intelligence than on addressing specific deficiencies in those competencies."
Abstract This paper explains that the Mayer and Salovey's model of emotionalintelligence (EI) states that emotionalintelligence, which is a person's capacity to understand emotional information and to reason with emotions, can be divided into four branches of abilities. The author stresses that emotionalintelligence should not be perceived as just an added factor to IQ. The paper discusses five component abilities of EI: self-awareness, management, motivation, empathy and handling relationships.
Table of Contents:
Mayer and Salovey's Model
The Feelings and Emotions Importance of EmotionalIntelligence Components of EmotionalIntelligence
From the Paper "Thus, emotional intelligence is really important to attaining and maintaining good leadership qualities. And it is true. Knowledge about numbers, language, marketing stuffs or even about military, finance, church and the people among other are important, but that does not assure that one can be an effective leader if he/she has all those qualities. Compassion for the people, commitment for the job, passion to work and to understanding the needs of the people around, being able to empathize - these are equally important attributes of the leader and even of the most ordinary citizen."
Abstract The paper discusses emotionalintelligence (EI) and how it is considered to be a competitive advantage as far as leadership is concerned. The paper begins by listing the five characteristics that comprise EI and then goes on to discuss how it has become a sine qua non condition for managing people. Next, the paper points out that EI should not be the attribute of leaders only, as it should be promoted among all the members of the work environment. The four steps needed for promoting and implementing EI among the workforce by leaders are then discussed by the paper. The paper concludes that EI has become a vital factor in the activity of leaders and their subordinates as well. Developing EI skills is important for employees, and crucial for leaders.
From the Paper "For a while now, it is a known fact that EI matters a great deal in the workplace, no matter the nature of one's work. EI is now associated with other major skills that weigh a lot in succeeding in one's field of work. In certain areas, people with high EIQ are considered to be more successful than people with high IQ, but with lower EIQ. Both theoreticians and practitioners agree that "successful organizations in the future will be those that grow their people with outstanding EQ."
This paper is a review of research literature to identify and evaluate where voids or gaps currently exist in identifying how emotionalintelligence (EI) relates to sales outcomes.
Abstract This research study examines how emotionalintelligence may impact sales outcomes, and to what extent the research conducted in the past has effectively explored the direct relationship between sales outcomes and emotionalintelligence. The paper explains that the literature review focused on previous methodologies, hypothesis, concepts and analytical procedures to help establish whether data correlating emotionalintelligence scores to sales outcomes was more qualitative or quantitative in nature. The author points out that, from the review of the literature, it is clear that much of the research focused broadly on the ways emotionalintelligence may impact outcome without too much specificity given to the topic of sales outcomes. The paper concludes that future research needs to focus on exploring the exact impact emotionalintelligence has on sales outcomes, exploring how negative emotionalintelligence affects the organization and examining what tools, aside from applied learning or goal orientation, can be used to transform negative emotionalintelligence into positive intelligence.
Table of Contents:
Literature Review
EmotionalIntelligence Defined
Review of Popular Studies
Summary of Literature Analysis of Gaps
From the Paper "Ashkanasy (2002) conducted a study of emotional intelligence and perception of emotion in organizations in an attempt to improve understanding of "organizational behavior through investigation of the cognitive and affective processes" underlying attitudes among employees and behavior. The author hypothesized that leaders within an organization are characterized by certain traits or outcomes that may predispose them to their roles within the organization, concluding that attribution theory is most likely the best causal explanation for why people act the way they do, and how this may impact organizational efficacy, as in the case of sales.
Abstract This paper compares emotionalintelligence (EI) to our intelligence quotient (IQ). It explains that EI has to do with such things as instinct, feelings, and responses to stimuli; it is based, to a large degree, in our evolution. Our IQ, on the other hand, can be thought of as a measure of our rational mind, how we remember what we are taught and then apply those lessons to certain situations.
From the Paper "Thus, emotions play a vital role in our daily lives. They affect everything: how we respond to a given situation, how we learn, how we interact with others, and more. It is very difficult, if not impossible, to separate emotions from intellect. Unfortunately, when it comes to children ? and to their schooling in particular ? that is exactly what happens. Book learning and how well children can regurgitate lessons learned takes precedence over whether or not children are actually comprehending and learning. In other words, EI often takes a backseat to IQ."
Abstract This paper discusses whether emotionalintelligence in young children can be assessed. The author defines the concept of emotionalintelligence and the different components that make up its hierarchical paradigm. Additionally, the paper describes the reasons why such an assessment is important. Literature and other research in this field is cited, along with the findings from this study. The author concludes that further research in this field would optimize better understanding of assessing emotionalintelligence.
Outline:
Introduction
Statement of the Problem
Purpose of the Study
Significance of Study
Research Question
Research Methodology
Delimitations of the Study
Basic Assumptions
Organization of the Study
Chapter Two
Introduction
Review of Literature
Historical Perspective of EmotionalIntelligence in Young Children
Characteristics and Elements of EmotionalIntelligence Chapter Three
Research Findings
Summary
Recommendations
Bibliography
From the Paper "Over the past thirty years, educational theorists have created a paradigm to categorize emotional intelligence into three categories - self-knowledge or emotional literacy, consequential relationships or self-choice, and noble goal setting or giving of self. These components combine to form a hierarchal paradigm. While there are various sub-components under each heading. These three categories comprise the definition of emotional intelligence. (Fish, 2004)."
Abstract This dissertation proposal examines the relationship that exists between the role of 'emotionalintelligence' and 'effective leadership and job success'. According to the paper, the theory of emotionalintelligence states that emotionalintelligence "is a combination of the intelligence we have that helps us both know and manage ourselves well, and the intelligence that we have that helps us understand, motivate and relate effectively to other people." The paper further discusses how even the most academically brilliant among us are vulnerable to being undone by unruly emotions.
Outline:
Introduction
EmotionalIntelligence Theory
EI as a Form of Intelligence Spearman - Psychological Ability
Thorndike Social Intelligence Weshsler - "Non-Intellective Abilities"
Howard Gardner - "Multiple Intelligences"
Mayer & Salovey - "Four Branch Model"
Daniel Goleman - Personal and Social Competencies
Reuven Bar-On - EI in the Context of Personality Theory
EmotionalIntelligence and Leadership
EI and Successful Organizational Leadership
Summary and Conclusion
From the Paper "Emotion Quotient Inventory (EQ-I) self report measure of emotionally and socially intelligent behavior that provides an estimate of emotional-social intelligence. The EQ-I was the first measure of its kind to be published by a psychological test publisher (BAR-On, 1997a) Contains 133 items (short sentences) (5 point response scale) takes 40 minutes to complete (scales are scored on 15 subscale scores: Intrapersonal (self-regard, emotional , self-awareness, assertiveness, Independence, self actualization) Interpersonal (empathy, social responsibility, interpersonal relationship) Stress management (stress, tolerance, impulse control) Adaptability (reality testing, flexibility and problem solving) General Mood (optimism, happiness) Scores computer generated/raw scores auto. tabulated and converted into standard scores based on a mean of 100 and standard deviation of 15. Resembles IQ scores - (E) Ave to above ave EQ scores - suggest respondent = effective emotional and social functioning. Higher scores - more positive prediction for effective functioning in meeting daily demands/challenges. Low - inability to be effective due to emotional, social or behavioral problems. Has built in correction factor automatic adjustment of scale scores based on scores obtain from two of the instrument's validity indices (positive impression and negative impress) Important feature for self-report reducing potential of distortion in effects of response bias with increased accuracy in results."
Abstract This paper explains that success in today's intricate, global business environment depends not only on the individual's knowledge of the subject or process, but also on his or her emotionalintelligence, the level of ability to understand other people, what motivates them, and how to work cooperatively with them. The author points out that, although there are various testing procedures for EI, at this time there is no brief, objective, theoretically grounded measure of EI, which is generally acceptable in terms of reliability and validity. The paper recommends that organizations can help employees develop emotional competencies, even in the absence of measurement, by employing 'best practices' guidelines.
Table of Contents
Introduction
Introduction to EmotionalIntelligence Findings
Conclusion
Appendix A: EmotionalIntelligence Test
Appendix B: Sample Question from Goleman's EI Test
From the Paper "Although Akers & Porter did not provide any extensive valid EQ test procedure, they did suggest a self test (see appendix), the value of which might lies in convincing CPAs, or any skill worker, of the value of EQ recognition. They also offered compelling statistics, at least in that limited field. "A study of partners at a large public accounting firm showed that those with significant strengths in self-management contributed 78% more incremental profit than partners who did not have these skills." While that was only one of the EQ components they enumerated, those with strong social sills had added 110% more to profit than those with only self-management skills. Conversely, CPAS with only significant analytical reasoning skills contributed only 50% more incremental profit."
Tags: test, reliability, accounting, processes, training
This paper explores the relationship between project manager emotionalintelligence, transformational leadership and team success in cross-functional product development.
Abstract The paper explains that the effectiveness of project managers in a team environment is directly linked to their emotionalintelligence (EI) and corresponding ability to create an environment of transformational leadership in their organizations. The paper shows how transformational leadership styles, supported by a strong set of EI precepts, values, behaviors and approaches to interacting on cross-functional teams, does deliver significantly stronger results over time.
Outline:
Summary
The Generational Shift in Valuing EmotionalIntelligence EmotionalIntelligence Theories
Evaluating Team Leadership and EmotionalIntelligence Transformational Leadership and its impact on Cross-Functional Teams
Summary
From the Paper "Early theorists often remarked that knowledge of and strategizing over the emotions of workers was tantamount to manipulative management practices, and that emotions were to be controlled first by the individual. The beginnings of EI were quite negative, as theorists did not find the link in exceptional performance and positive management approaches to fostering and sustaining strong emotions of achievement, growth and recognition. The first theorists felt that emotions were to be controlled by the individual or he or she would succumb to their influences (Young, 1936; Schaffer, Gilmer & Schoen, 1940)."
Abstract The paper outlines a proposed study on the concept of emotionalintelligence (EI). The paper discusses how both American and British governments have taken policy initiatives to include EI as a vital component of mental well-being. The paper then looks at evidence in favor of emotional literacy and raises the question of whether student performance can be measured.
Outline:
Introduction
Background of the study
A Concise Examination of Various Policies and Government Initiatives
Evidence in Favor of Emotional Literacy
Can Emotional Literacy be Taught?
Significance of the study
Data Collection
The Inclusion and Exclusion Criteria
Conclusion
From the Paper "The term emotional intelligence (EI) was coined by a team of two scientists in 1990 named Mayer & Salovery who categorized this form of human intelligence into three different categories; namely; (1) enabling a person to monitor one's own emotions and that of others; (2) to differentiate between these emotions whether they are positive or negative and (3) to utilize these emotions towards positive ends (Mayer and Salovery, 1990). These three categories have formed the basis of EI research and advancement into educational curriculum."
Abstract The paper looks at a study that showed how people high in emotionalintelligence (EI) were high in the work/life balance and less characterized by materialistic values and money obsession. The paper discusses the importance of the study and its application to improving and promoting sales performance. The paper also examines several other studies and discusses their implications that guidelines measuring EI could lead to a company's higher performance.
From the Paper "In one of his books titled Emotional Intelligence: Why it Can Matter More than IQ (1995), Daniel Goleman highlights the importance of self-awareness, self-regulation, motivation, empathy and social skill in management capability, an emphasis which serves to draw attention to previously somewhat neglected non-cognitive aspects of relating. Goleman focused on the specific of emotional intelligence in the workplace as well. He stated that different jobs also favor different types of emotional intelligence. Success in sales for instance requires the empathic ability to gauge a customer's mood and the interpersonal skill to decide when to pitch a product and when to keep quiet (cited in Murray, 1998). On the other hand success in painting or professional tennis requires a more individual form of self-discipline and motivation. "
Abstract Emotionalintelligence is as an individual's ability to understand other's emotions and to use that understanding to successfully interact with others. It has been argued that emotionalintelligence is more important as compared to traditional intelligence or IQ. This paper provides a detailed description of the concept of emotionalintelligence, before examining how it is applied in the workforce, as well as in business leadership.
Paper Outline:
Introduction
EmotionalIntelligence at the Workplace
Achieving an Appropriate Level of EmotionalIntelligence at the Workplace
Creating Opportunities for EmotionalIntelligence: Important Considerations
Promoting EmotionalIntelligence in Organizations
EmotionalIntelligence and Business Leadership
Learning EmotionalIntelligence Conclusion
Works Cited
From the Paper "Motivation helps the individuals to define new and improved methods of completing a certain task or performing a job. It also creates loyalty among the individuals, towards their cause. In addition to this, the element of empathy further contributes towards the development of emotional intelligence in an individual. It allows the individual to consider the feelings of the individuals who are expected to be affected by his or her decisions. Emotional Intelligence helps the individuals to realize the fact that their decisions are going to affect others in a positive or a negative manner and therefore they should consider the consequences of their decisions. Finally, social skills allow the individuals to come close to their peers and subordinates and understand their emotional needs."
Abstract This paper begins with a definition of emotionalintelligence and an overview of the five components that comprise emotionalintelligence. The paper explains that, while IQ is an important qualification for effective leadership, emotionalintelligence is the key. The paper also takes a look at how emotionalintelligence is assessed, how those in leadership positions can enhance their emotionalintelligence and how leaders with high emotionalintelligence improve the quality of the organization they are managing. The paper concludes with a list of suggestions for what a company can do in order to facilitate and accelerate the competencies of its leaders.
Table of Contents
Definition
Assessment
Implementation
Improvement
From the Paper "Leadership requires some degree of intellect and IQ but these are merely "threshold capabilities" that help achieve a high-level position (Goleman, 1998a). Goleman's (199b) extensive research on emotional intelligence has proven that 85 to 90 percent of successful leadership is highly attributable to their emotional intelligence. Figure 1, provided in the appendix, shows the correlation between a person's success and their level of experience, emotional intelligence, and IQ (Cherniss & Goleman, 2001). Although high competency levels are necessary for leadership there are other underlying factors that will determine whether the competence manifests itself (Macaleer & Shannon, 2002). Furthermore, having emotional intelligence does not guarantee successful leadership because failure is possible as illustrated in figure 1. A further study conducted by Goleman (2001) demonstrates that previous work experience and a high level of emotional intelligence is the most powerful combination that breeds success in leaders. Generally, IQ is an important qualification but emotional intelligence is the facet to effective leadership."
Abstract The paper examines the book "Working with EmotionalIntelligence" by Daniel Goleman, which focuses on how the concept of emotionalintelligence applies to the workplace in the form of what he calls "emotional competence". The paper discusses how Goleman offers the business executive, corporate leaders and individual employees advice on how one can improve his levels of emotional competence. The paper posits that the reader comes away with an in-depth understanding of the important and complicated role emotionalintelligence plays in the business world.
From the Paper "In his book entitled Working with Emotional Intelligence, author Daniel Goleman expands on his groundbreaking work on what it means to be smart published in Emotional Intelligence. In Working with Emotional Intelligence, Goleman focuses on how the concept of emotional intelligence applies to the workplace in the form of what he calls "emotional competence". According to Goleman's theory, in today's rapidly evolving business world, emotional intelligence plays a more and more important role in predicting and achieving performance and success."
Abstract This involved essay looks at emotionalintelligence -- a theory that assumes people are equipped with an ability, perhaps innate, to understand themselves and other people, and to identify emotions. With any ability comes the option, however difficult, of measuring that ability. Emotionalintelligence is a psychological construct that is latent and not directly observable, and so its measurement may be seen to be as much of an art as it is a science. The author goes to great lengths in discussing the balance one needs to maintain in a so called 'healthy relationship'. The last part of the paper is a 'test' that the author constructed for an individual to rate himself/herself in the balanced defined earlier.
From the Paper "Emotional intelligence has its roots in the concept of "social intelligence", as first identified by E.L. Thorndike in the early 1920s. Thorndike defined social intelligence as "the ability to understand and manage men and women, boys and girls - to act wisely in human relations" (1920:228). Social intelligence came to be accepted as a term simply associated with the "ability to understand and relate to people" (Ruisel, 1992). A good deal of research was conducted regarding this idea, leading to developments in a number of areas of psychological and social study. Yet it has only been in recent years that the construct of emotional intelligence has surfaced as an independent idea to be researched. "
