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Emotional intelligence ( emotional intelligence ) concerns the perception, use, understanding and management of emotions. Although it “lives” in the shadow of intelligence, it is equally, if not more, important. Exceptional ability to use logic and inductive thinking even when combined with broad knowledge and hard work are not enough to reach the top. For example, a genius physicist who has scientifically proven a theory but has low emotional intelligence will not be able to cooperate with other researchers, will not be able to manage the emotions caused by the possible questioning of his discovery by the scientific community, will not he will not be able to convince the public of the importance of his work and in the end he will not be able to perform as expected at the expense of his own professional and social development but (in this case) also of humanity.
It is easy to understand that even the highest IQ does not guarantee emotional balance, smooth everyday life and of course adaptation to any work environment and cooperation with other people. More specifically, the management of emotional intelligence greatly affects the effectiveness, efficiency and relationships of employees with each other and with their superiors. It also significantly affects their way of thinking especially in cases of high pressure to achieve goals. Nevertheless, its importance is ignored by the majority of managers and employees.
Managing emotional intelligence in the workplace is mainly for senior executives. We often wonder if emotion has a place in the business world and whether a leader or manager needs to be emotionally intelligent. The answer to both questions is yes, because dealing with emotion in organizations is necessary and we can characterize it as a sign of strength for creativity, renewal, innovation and sound judgment of leaders and managers.
If you have the ability to recognize your own emotions and those of others and effectively manage all kinds of interpersonal relationships, then this can be a guide to effective thinking and action in the workplace. Leaders and managers with a high index of emotional intelligence can give constructive criticism and are ready to take on their responsibilities. Here I will ask a question: How many of the managers take their responsibilities and are supportive towards their subordinates? Think about your own workplace and whether your supervisors create the right environment for you to feel satisfied. Also, consider whether they encourage you to grow and reach your maximum potential resulting in a rapid increase in your productivity.
The role of leaders is to be able to create a work environment in which subordinates and their partners can achieve high performance and be effective while feeling satisfaction ( fulfilment ). Nowadays, emotional intelligence is a necessity and not a luxury for every leader. We can improve our emotional intelligence because it is never too late, as long as we are ready to make the change and develop our interpersonal skills. To make emotional intelligence a part of our daily life so that we can develop the part of self-awareness, confidence, integrity, influence, and most importantly, the interest in the development of others and the improvement of communication.
Have you ever wondered if you are emotionally “involved” in your work, or if you are satisfied with it? Key questions to ask ourselves if we aim to become innovative and creative.