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Higgs and Dulewicz: Making Sense of Intelligence

Higgs And Dulewicz

These two British writers from Henley Management School identified seven elements of emotional cleverness in their book Making sense of emotionalintelligence2. These elements are broken down into the pursuing three areas:

Drivers: desire and decisiveness, traits that energise people and drive them towards achieving goals.

Constrainers: conscientiousness, integrity and mental resilience, factors that control and curb the excesses of the motorists.

Enablers: sensitivity, impact and self-awareness, qualities that accomplish performance and help individuals to achieve success.


Other authors and consultants have come up with the latest models of. To attempt a summary of all the writing, while cleverness quotient (IQ) strictly steps cognitive capacity, psychological brains is argued to entail emotional centres located in a different area of the brain employed in tranquility with the intellectual centres. People who have good degrees of emotional cleverness are said to be more able to manage and harness their emotions. Also, they are better able to understand other peoples emotions, to communicate with them, relate to them and effect them.

Emotional Intelligence In The Workplace

Supporters of the idea claim that emotionally intelligent managers are (for example) better at resolving work area turmoil and are better negotiators and better market leaders. Thus Goleman argues that most professionals with MBAs have similar IQs (because to gain an MBA demands a certain level of intelligence), however the distinguishing feature of good managers among MBA-holders is higher levels of emotional brains. Mayer, however, has said that in his view don't assume all manger will need emotional cleverness, though managers should be aware of itin others and value it. Somewhat, this may be a fruitless argument: just as that many people have higher IQs than others, there's a continuum of mental intelligence. Nearly everyone will have some degree of psychological intellect, and the question will then become how it can be developed and harnessed (see below). All writers agree that emotional intelligence is not a substitute for IQ and technological and professional expertise. Managers have to be professionally capable first.

Does Emotional Brains Improve Job Performance?

What evidence is there that emotional intellect enhances job performance? Its proponents have carried out research which says to show linkages. You will discover good examples from different civilizations:

A very clear relationship between a competency-based methods of emotional cleverness and British managers career advancement more than a seven-year period2.

American financial advisers who experienced an psychological competence development programme had sales gains of 8% - 20%, more than those who did not undergo the programme3.

Ten emotional competencies surfaced as the distinguishing capabilities of successful clubs in a German chemical company3.

Emotional intelligence is also reported to be a powerful way of discovering authority potential, because the attributes that constitute good command such as decisiveness, empowering others and openness to change all reflect aspects of emotional cleverness - to get more on leaders attributes, see our factsheet on control.

Can Emotional Intelligence Be Learned?

Goleman argues that hoping to teach mental competencies via the traditional course is incorrect. Long-established training methods are based on cognitive learning, which draws on different areas of the brain from mental learning; psychological learning involves means of thinking and behaving that are more central to a people identity. In addition, people will resist being told that they want learn how (for example) to regulate their temper or improve their social skills than they are simply to being informed that they have to improve their specialized skills. Developing psychological cleverness brings additional brain circuitry into play - in place this circuitry needs to be re-tuned, which does take time. It can, says Goleman, take at least 8 weeks to unlearn old behaviours and replace them with new ones. From the work area, the Goleman approach is to check out up 360-degree feedback (which identifies their levels of emotional intellect) by pushing visitors to produce action plans. Back at work, they are encouraged to practice the new behavior immediately, with support from a mentor or immediate manager.

Higgs and Dulewicz dispute that their components of emotional intelligence separate into two categories. The first category is those that folks can clearly learn through proven learning methods, such as personal development strategies like sensitivity, influence and self-awareness. The next category pertains to the more enduring elements of an individuals personality that are more difficult to learn, like inspiration, psychological resilience and conscientiousness. For this category, the development methodology should contain training strategies that exploit each individuals characteristics to the full and on growing 'coping strategies' that minimise the impact of potential limits. Other organisations and individuals have drawn up different approaches, but the two mentioned previously illustrate that that there is no single decided way of producing emotional intellect.

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