Emotional Intelligence and Organizational Effectiveness

What can we do to better attain our own potential? Why don't our workers reach the potential that we see in them? What characteristic most distinguishes effective employees from average workers? What separates organizations that do well from organizations that fail or who simply never seem to grow and develop beyond a limited degree of success? Upon examination of this issue, it is evident that organizational and employee and leader development involves much more than sheer, raw intelligence and hard work. Perhaps there are factors that we are not recognizing and addressing that could have a direct effect on the attainment of potential and effectiveness. Most of us " try harder " and try to think " smarter " , but maybe that isn't enough. Maybe we are missing something important. As an increasing body of research is being developed to address this topic, it is becoming more apparent that other factors, such as the ability to understand and master one's own emotions and to read and respond appropriately to the emotions of others, make up a form of intelligence, that is equally important as that of raw intelligence (Goleman, 1995). This intelligence, referred to as " emotional intelligence " , pertains to the ability to understand emotion and emotional knowledge as well as the ability to regulate emotions to promote educational and intellectual growth (Cooper & Sawaf, 1997). Any effective leader or manager must understand their personal strengths, weaknesses, and even " trigger points " as a leader and as an individual. We use these to understand and work on the results we consistently attain in our work as well as personal lives. For some unknown reason, we have been taught to avoid our emotions and how they affect us. One route to understanding these emotions and employing them effectively in the workplace is through the understasnding of the concept of emotional intelligence. Developing clarity in emotional intelligence and employing the EI principles can considerably improve an employee's communication, ability to share their vision and critical thinking skills (Spencer & Spencer, 1993). Goldman (1998) has suggested that the ability of a leader to influence, she or he must understand and remain grounded in their values, mission, and vision to lead effectively. This grounding allows leadership by the example and presents a model for others. Have no doubt – we are observed and assessed on how we lead and work …