THE INTERNATIONAL UNIVERSITY OF

MANAGEMENT

STUDENT NAME

: utian

STUDENT NUMBER

: 150034423

COURSE

LEVEL

: Diplom

DUE DATE

: 15 APRIL 2015

SUBJECT

: HR Management 1

SUBJECT CODE
ASSIGNMENT NO

: HM10D2
:1

TABLE OF CONTENT
TOPIC: EMOTIONAL INTELLIGENCE
Introduction.......................................................................2
Definition...........................................................................2
Components of emotional intelligence................2-4

INTRODUCTION
Emotional intelligence
Emotional intelligence is a combination of competencies. These skills contribute to a
persons ability to manage and monitor his or her own emotions, to correctly gauge the
emotional state of others and to influence opinions (Caudron, 1999; Goleman, 1998).
Goleman describes a model of five dimensions. Each area has its own set of
behavioural attributes as follows.

DEFINITION
Emotional intelligence is defined as a persons self-awareness, self-confidence, selfcontrol, commitment and integrity, and a persons ability to communicate, influence,
initiate change and accept change (Goleman, 1998). Studies have shown that
emotional intelligence impacts a leaders ability to be effective (Goleman, 1998). Three
of the most important aspects of emotional intelligence for a leaders ability to make
effective decisions are self-awareness, communication and influence, and commitment
2

and integrity. Managers who do not develop their emotional intelligence have difficulty in
building good relationships with peers, subordinates, superiors and clients (Goleman,
1998)

COMPONENTS OF EMOTIONAL INTELLIGENCE

1. Self-awareness. The ability to recognize and understand personal moods and

emotions and drives, as well as their effect on others. Hallmarks* of self-awareness
include self-confidence, realistic self-assessment, and a self-deprecating sense of
humour. Self-awareness depend on one's ability to monitor one's own emotion state and
to correctly identify an.
[*A hallmark is a sure sign: since self-awareness is necessary for, say, realistic selfassessment, that is, without self-awareness no realistic self-assessment, the presence
of of realistic self-assessment is a sure sign (sufficient to conclude that there is) selfawareness.]
2. Self-regulation.The ability to control or redirect disruptive impulses and moods, and
the propensity to suspend judgment and to think before acting. Hallmarks include
trustworthiness and integrity; comfort with ambiguity; and openness to change.
3. Internal motivation. A passion to work for internal reasons that go beyond money
and status -which are external rewards, - such as an inner vision of what is important in
life, a joy in doing something, curiosity in learning, a flow that comes with being
immersed in an activity. A propensity to pursue goals with energy and persistence.
Hallmarks include a strong drive to achieve,optimism even in the face of failure, and
organizational commitment.
4. Empathy. The ability to understand the emotional makeup of other people. A skill in
treating people according to their emotional reactions. Hallmarks include expertise in
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building and retaining talent, cross-cultural sensitivity, and service to clients and
customers. (In an educational context, empathy is often thought to include, or lead to,
sympathy, which implies concern, or care or a wish to soften negative emotions or
experiences in others.).
It is important to note that empathy does not necessarily imply compassion. Empathy
can be 'used' for compassionate or cruel behaviour. Serial killers who marry and kill
many partners in a row tend to have great emphatic skills!
5. Social skills. Proficiency in managing relationships and building networks, and an
ability to find common ground and build rapport. Hallmarks of social skills include
effectiveness in leading change, persuasiveness, and expertise building and leading
teams.
CONCLUTION
These five characteristics will be shown to apply to a leaders ability to make effective
decisions. Next, the qualities of a leader are defined.
Leadership
What makes a person a leader is still debated, all leaders seem to share some common
traits. The first is a guiding vision or purpose. A leader has a clear idea of what she or
he wants to do professionally and personally, and will pursue the goal regardless of the
setbacks. The second characteristic is passion or enthusiasm and the ability to
communicate that passion to others.
REFERENCE
1. Internet.www.google, Goleman1998
3. books2.www.intract.org/praxis-paper3
, ium manual HR management 1
4. www.caudron1999.