Evaluate and develop emotional abilities
An individual’s emotional intelligence, as measured by EMOTION 2, is defined by their ability to recognize and understand their emotions and the skills they use to manage relationships with themselves and others.
Emotional intelligence is a wide range of human qualities that involves intrapersonal skills such as self-control, self-awareness, self-motivation, and interpersonal skills such as maintaining good relationships, motivating others, and influencing them.
Emotional intelligence is essential for achieving professional success as it drives 67% of the essential skills needed for optimal performance at work.
EMOTION 2 measures 15 factors based on Goleman’s theory and provides a more nuanced picture of Emotional Intelligence. The test highlights some unique dimensions adjusted to the current work environment such as dealing with diversity and motivating others.
EMOTION 2 provides a reliable score of an individual’s inter-and intrapersonal competencies and also controls for social desirability, the tendency to present oneself in a manner that will be viewed favorably by others.
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EMOTION 2 is advised for any candidate who is likely to work in an environment where interpersonal relationships play a crucial role. The test results inform the recruiter of the socio-emotional qualities of the candidate, revealing their ability to manage emotions, motivate themselves to achieve goals, and maintain a good relationship with their team.
EMOTION 2 can be useful for designing training programs focusing on areas in which an individual needs improvement. Our emotional intelligence assessment can also be used to identify and develop managerial qualities. Emotionally intelligent leaders are more likely to make effective leadership decisions and achieve better business results. In addition, managers with low emotional intelligence will attempt to impose and dictate change, while managers with high emotional intelligence will be able to lead the team for driving that change. As such, assessing emotional intelligence will help you with decision-making in areas such as team management, leadership development, and management transition.
Over several years, researchers have studied why high IQ does not automatically translate into success in the classroom or the boardroom. In the late 1980s, psychologists John Mayer and Peter Salovey conceptualized that a unitary intelligence called emotional intelligence was better at predicting career success and employee performance. They defined emotional intelligence as “the ability to monitor one’s own and others’ emotions, to discriminate among them, and use the information to guide one’s thinking and actions.”
In 1995, psychologist, writer, and scientific journalist, Daniel Goleman popularized the concept of emotional intelligence by theorizing it in his bestselling book titled Emotional Intelligence: Why It Can Matter More than IQ. A performance-based EQ model was developed by him to assess employee levels and identify areas for improvement. Goleman breaks out EQ into five components:
Understanding the way, you respond to certain people or situations, and identifying your strengths and weaknesses enable individuals to meet their goals, process the effect of mood, emotion, and drive in others as well as motivate them to create an inclusive culture. Being self-aware includes the appraisal, expression, and regulation of one’s emotions as well as others. Individuals who score high on this component, are able to read and comprehend their emotions and their impact on others.
Self-regulation can be defined as the ability to control and manage one’s emotions and impulses by maintaining a positive outlook to get desired results. Optimal self-regulation empowers individuals to develop self-efficacy, good initiative, optimism, and integrity.
Since the emotional part of the brain is more evolved than the rational frontal cortex, it sends us into fight and flight reactions when we are in overwhelming situations. According to Goleman, this happens because of the ‘amygdala hijack.” The amygdala which is the center of emotional behavior gets overstimulated causing one to obsess over the distressing situation. Individuals who practice self-regulation do not react to such situations but respond appropriately by managing their emotions.
Behaviour is persistent towards specific goals when driven by forces like motivation. The stronger the drive, the greater the tendency to push back in the face of adversities. Goleman found that inward motivation is far better for one’s emotional intelligence than being driven by material rewards. This leads to sustained motivation, confident decision-making, optimism, and high performance.
Besides understanding one’s emotions, identifying the emotions of colleagues or clients can go a long way in developing relationships. It empowers us to build perspective, talent, and sensitivity. As explained by Goleman, this ability stems from neural connections that process information from audio-visual cues (face expressions, tone of voice, etc) and accordingly direct our reaction.
This component draws from all others to result in relationship management. Managing relationships include interpersonal interactions, conflict resolution, and negotiations. Those strong in this area can foresee situations in which conflicts arise and direct themselves away from them. It is significant for success in both personal and professional life.
To conclude, emotional competencies are better predictors of work excellence than intellect and expertise. However, these skills are not innate but can be acquired through learning and practice.
Emotional intelligence can be defined as an individual’s ability to recognize and understand their own emotions and the skills that they use to manage their relationships with others and themselves.
As a matter of fact, the workplace is an environment in which a number of job duties must be performed. People are expected to maintain healthy terms and relationships with the individuals around them, which include their superiors, colleagues, and subordinates. Furthermore, one of the responsibilities of their job requires them to interact with others to a great extent, which involves analyzing a variety of situations, as well as the viewpoints of others, and this makes developing emotional intelligence critical.
To achieve success in one’s job duties, a person must possess not only academic skills and technical proficiency but also self-management and self-control as well as effective interpersonal relationships, which are critical to obtaining a person’s goals and objectives. An individual with a high level of emotional intelligence is also able to use effective leadership skills to encourage their subordinates to perform at their best. Emotional intelligence contributes in an extensive and comprehensive manner to the development of the abilities and skills of individuals that would certainly allow them to effectively perform their duties at work.
The concept of emotional intelligence has its roots in Darwin’s assertion that emotional expression is essential to survival. Despite the fact that it is a new subject of investigation, understanding the true meaning of emotional intelligence is essential. Some individuals have elevated levels of emotional intelligence and are capable of understanding the physiological, psychological, and social impacts that negative emotions have upon the body, mind, and relationships of the individual, and thus the ability of the individual to accomplish his or her goals and objectives.
Provides norm-based EQ scores (in the same fashion as IQ tests)
Measures social desirability
Summarises a candidate’s emotional profile
Gives advice on how to improve weaknesses
Evaluate and develop emotional abilities