Mgt 605 Week 1 Emotional Intelligence Summary

Emotional Intelligence Summary
Michele J. Mackin
Grand Canyon University: MGT-605
March 20, 2013

Emotional Intelligence Summary Within this summary, I will discuss the Maetrix Emotional Intelligence Test (MEIT), (Discover, 2013), what I learned about myself, how this knowledge will help me to become an effective manager, and discuss supporting evidence.
The MEIT and Four Quadrants The MEIT is a 40 question self-assessment based on the Emotional Intelligence model introduced by Daniel Goleman (Discover, 2013). Goleman’s model contains four quadrants, which are indicators of our abilities to understand our own emotions and those of others (Emotional, 2013). Self-Awareness is correct self-assessment and having confidence in our own emotions
(Emotional, 2013). Social Awareness is recognizing the emotions of others, as well as having the ability to empathize (Emotional, 2013). Self-Management is having self-control and drive of our own accord (Emotional, 2013). Finally, Relationship Management is having the ability to develop others, work in teams, and manage conflict (Emotional, 2013). Personal Results
A score of ten in each of the four quadrants on the MEIT is possible.
I scored an eight in Self Awareness, eight in Relationship Management, and tens in both Self-Management and Social Awareness. From these results, I conclude that I need to learn more about my own emotions and develop confidence, so that I may then become a confident leader who can help others. These two quadrants of Self Awareness and Relationship Management work together, so these results make sense. For example, if I had to lead a department in an organization, and hid in my office everyday because I didn’t like public speaking, then I wouldn’t be a very effective leader. However, if I held daily morning meetings with my department, set forth the day’s goals, resolved conflicts, and gave motivational incentives to my employees, then my chances of being an effective leader are drastically
higher. Supporting Evidence
A study by Zareini Hosein and Ahmad Yousefi (2012) surveyed a group of managers and supervisors of food companies to determine if emotional intelligence had an effect on the agility for change in the workplace. Their results indicated that factors such as self-awareness, control, and motivation had a larger effect on workplace agility than even greater factors like relationship management or empathy (Hosein, 2012). The study is an indicator that we must first work on our individual selves to develop a higher level of emotional intelligence in regards to self-awareness before we can expect to lead effectively in an organization.
In regards to relationship management, Parthasaranthy (2009) states that “a leader’s degree of success is directly proportional to the level of emotional intelligence attained by the leader”.
This is because that leader has many tasks when working with fellow co-workers and must be able to handle these tasks with ease; objective decision making, managing conflict, continual motivation, as well as managing the ever-changing social, political, technological, and economic changes (Parthasaranthy, 2009). Without proper self-awareness and relationship management skills, it is nearly impossible to navigate and be a successful leader in today’s complex work
environment.

References
Discover your level of El. (2013). Retrieved from: http://www.maetrix.com.au/meit/eitest.html
Emotional intelligence. (2013). Retrieved from: http://www.maetrix.com.au/EI.ASP
Parthasarathy, R. (2009). Emotional intelligence and the quality manager. Journal For Quality & Participation, 31(4), 31-34.
Zardeini Hosein, Z., & Yousefi, A. (2012). The role of emotional intelligence on workforce agility in the workplace. International Journal Of Psychological Studies, 4(3), 48-61.