What is emotional intelligence?
Emotional intelligence refers to the personal skills and competencies that allow one to manage his or her emotions, perceptions, and feelings and those of other individuals. The situation needs one to have the capability of coping up with other people, situations, and any environment of existence (Zeidner, Matthews & Roberts, 2012).
It relates to the ability to adjust to the environment where one exists and ability to cope up with other people within the same environment. This phenomenon is mostly evident in the workplace where employees tend to have different opinions, cultures, races, ages, and other provisions that render them different. Compassion relates to the understanding of one’s self and those of other individuals.
People with considerable emotional intelligence tend to get along with others efficiently and usually possess a considerable understanding of other people’s demands. Having such virtues have allowed numerous individuals and organizations to prosper. Emotional intelligence is beyond personal management and individual interest.
The aspects of mutual understanding amidst the workforce are considerable in this context. Successful managers have demonstrated higher levels of emotional intelligence indicating how they work efficiently with other stakeholders within the concerned organization (Matthews, Zeidner & Roberts, 2011).
This promotes the aspects of teamwork and mutual cooperation for comprehensive organizational gains. Ability to manage one’s emotions rationally contributes massively to this phenomenon. It prevents the aspects of prejudicial acts and other discriminatory moves evident among individuals.
How the concept of emotional intelligence relate to an individual’s personality
An individual’s personality is a constituent of numerous factors. Ability to control ones emotions and those of other individuals is a prospective component of viable personality. From this argument it is right to claim that the virtues of emotional intelligence contribute greatly to the aspects of personality and other individualistic provisions (Chapman & Hailstone, 2011).
Additionally emotional intelligence allows one to recognize and nurture his or her emotions with respect to situations. This is a massive contribution to the aspects of personality as indicated earlier. Ability to understand one’s self with respect to his or her emotions is a considerable provision. It relates perfectly with the aspects of personality, which is discussed coherently in this paper.
Additionally, individuals with stronger and comprehensive personality usually demonstrate considerable levels of emotional intelligence as argued by numerous sources. Substantial personality contains all the aspects of perfect emotional intelligence and considers all its stipulations in understanding one’s self and coping up with other individuals.
It is from this context that the relationships between the two concepts emerge. Additionally, it is appropriate to consider all the stipulations and virtues that guide the two provisions in the realms of their relationships (Blell, 2011).
It is the mandate of various individuals, employees, managers, and other groups to uphold the provisions of emotional intelligence and realize a remarkable personality. Evidently, there is no substantial personality minus prominent emotional intelligence.
Additionally, management of relationships is another evident element that shows how the concepts of emotional intelligence relate to the aspects of individual’s personality. It is critical to consider that viable relationships within the workforce or any other place require the aspects of emotional intelligence (Arora et al, 2010).
Consequently, it is through substantial relationships with others that an individual is recorgnized as having considerable personality. Hence, if the alleged relationship emerges from viable personality and the mentioned emotional intelligence confers personality; thus, the two factions relate and complement each other extensively.
Precisely, emotional intelligence allows one to relate perfectly with others and develop a perfect personality within the environment of existence. It is crucial to understand various provisions of this phenomenon (Stein, 2009).
It is important to reason out with emotions and provide the best environment where viable relationships can be established, ratified, and nurtured for constructive personal and organizational growth. Emotional intelligence allows one to manage relationships effectively and uphold the virtues that characterize good relations. This contributes massively to the aspects of personality advocated in this quest.
Concurrently, emotional intelligence confers the aspects of self awareness as indicated previously. Anybody with viable personality must possess the aspects of self awareness following its merits and contribution to viable personality within one’s self. Evidently, people with emotional intelligence do not allow their emotions to rule their destiny and how they relate to others people (Lindebaum & Cassell, 2012).
They are able to trust themselves with every situation since they cannot let themselves go off the hook. Such aspects have proved quite considerable, applicable, and embraceable by masses. Good personality relates to the aspects of being honest with one’s self, a fact conferred by emotional intelligence. It is from this concept that numerous individuals find themselves quite useful within an organization.
This is due to self realization, the aspects of honesty, and ability to commit to what favors other colleagues. Additionally, having self regulation is a concept conferred by emotional intelligence (Chakraborty, 2008). Equally, individuals with viable self personality have shown remarkable virtues of self regulation. This obviously indicates how the two phenomena relate to each other lucratively.
An individual’s personality is established and nurtured by emotional intelligence e as indicated before. Conclusively, other aspects of emotional intelligence that relates to individual’s personality incorporate empathy, motivation, and social skill among others.
Explaining the links between emotional intelligence and job-related outcomes
Emotional intelligence and job-related outcome relate perfectly in various aspects. Firstly, the fact that emotional intelligence promotes the aspects of motivation within the workforce is enough to augment the job –related results. Motivated employees are quite productive, innovative, persistent, and committed to their duties thus recording remarkable results in their jobs (O’Boyle et al., 2011).
Performance of an individual increases with the aspects of motivation and other advantageous factors that are worthwhile in this context. Additionally, the fact that emotional intelligence confers the aspects of self-awareness is enough to make an employee to realize his or her potentials and weaknesses hence capable of deciding on what he or she can do best with limited challenges.
This will increase productivity, self-motivation, and job satisfaction (Wharam, 2009). Ability to understand one’s self is a critical phenomenon in this context. It relates perfectly with occupational issues.
Another viable concept in this context is the ability to understand and manage the emotions of other employees in the same caliber and beyond. Since emotional intelligence promotes this phenomenon, it contributes massively to the job-related outcomes discussed in this quest. A well-regulated team with mutual understanding, emotional regulation, work spirit, and tolerance is able to accomplish a lot in their duties.
Work relationship is a vital provision, which must be considered by every employee. Concurrently, since managers assume decisive roles in the operations and well-being of employees, their ability to uphold the virtues of emotional intelligence will affect the concerned groups significantly in the realm of job-related outcomes (Chakraborty, 2008).
Additionally, emotional intelligence improves the provisions of social skills. This is crucial amidst the workforce since it determines the level of interactions, cooperation, and teamwork, which consequently affect the mentioned outcomes.
References
Arora, S. et al. (2010). Emotional intelligence in medicine: a systematic review through the context of the ACGME competencies. Medical Education. Vol. 44: 749–764.
Blell, D. (2011). Emotional intelligence: For the authentic and diverse workplace. London: Iuniverse Inc.
Chakraborty, A. (2008). Emotional intelligence. Berlin: Springer.
Chapman, M., & Hailstone, P. (2011). The emotional intelligence pocketbook. Alresford: Management Pocketbooks.
Lindebaum, D. & Cassell, C. (2012). A Contradiction in Terms? Making Sense of Emotional Intelligence in a Construction Management Environment. British Journal of Management. Vol. 23: 65–79.
Matthews, G., Zeidner, M. & Roberts, R. (2011). Emotional intelligence: A promise unfulfilled?. Japanese Psychological Research. Vol. 1: 1-34.
O’Boyle, E. et al. (2011). The relation between emotional intelligence and job performance: A meta-analysis. Organizational Behavior. Vol. 32: 788–818.
Stein, S. (2009). Emotional intelligence for dummies. New Jersey, NJ: John Wiley & Sons.
Wharam, J. (2009). Emotional intelligence: Journey to the centre of yourself. Winchester: O Books.
Zeidner, M., Matthews, G. & Roberts, R. (2012). The Emotional Intelligence, Health, and Well-Being Nexus: What Have We Learned and What Have We Missed?. Applied Psychology: Health and Well-Being. Vol. 4: 1–30.