What are physiological behavioral and psychological episodes experienced toward an object person or event that create a state of readiness?

Emotions: Physiological, behavioral, and psychological episodes experienced toward anobject, person, or event that create a state of readiness.Attitudes: The cluster of beliefs, assessed feelings, and behavioral intentions toward a person, object, or event (called an attitude object).Cognitive dissonance: An emotional experience caused by a perception that our beliefs,feelings, and behavior are incongruent.Emotional labor: The effort, planning, and control needed to express organizationally desired emotions during interpersonal transactions.Emotional dissonance: The psychological tension experienced when the emotions people are required to display are quite different from the emotions they experience at that momentEmotional Intelligence: A set of abilities to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, and regulate emotion in oneself and others.Job satisfaction: A person's evaluation of his or her job and work context.

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Chapter 4EMOTIONS are defined as physiological, behavioral, and psychological episodes experiencedtoward an object, person, or event that create a state of readiness.ATTITUDES represent the cluster of beliefs, assessed feelings, and behavioral intentions towarda person, object, or event.One of the key differences between attitudes and emotions is that attitudes are JUDGEMENTSwhereas emotions are experiences.Tyler works at the front desk of a large hotel and often deals with travelers who are tired andirritated, so he must frequently mask his own irritation and “put on a happy face.”This is anexample of EMOTIONAL LABOR.Research suggests that emotional display rules and standards are different around the world.Emotional intelligence involves AWARENESS AND MANAGEMENT of our own emotions and theemotions of others.Keeping disruptive impulses I check and reigning in frustration or anger is consistent withmanagement of one’s own emotions.Emotions consist of which of the following types of episodes that experienced toward an object,person, or event?-Behavioral-Psychological-PhysiologicalNorms that require us to exhibit certain emotions and conceal others are known as DISPLAYRULES.Job satisfaction includes:-The Work Environment-Emotional Experiences-Perceived Job CharacteristicsA model that is used to organize and understand the consequences of job dissatisfaction isknown as the EXIT-VOICE-LOYALTY-NEGLECT MODEL.Workers with higher job satisfaction tend to be somewhat more productive.

SERVICE PROFIT CHAIN MODEL proposes that job satisfaction has a positive effect on customerservice, which flows on to shareholder financial returns.

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Psychology, Stress, Syndrome

Emotions Defined Psychological, behavioral, and physiological episodes experienced toward an object, person, or event that create a state of readiness. Most emotions occur without our awareness

IQ means intelligence quotient EQ means emotional quotient EI means emotional intelligence

WHAT ARE EMOTIONS ? Happiness, fear, anger, affection, shame, disgust, surprise, lust, sadness, elation, love, frustration, anxiety, failure, achievement etc. The above are the emotions which directly affect our day-to-day life. There are TWO dimensions of emotions: Physiological side: ‘Emotion’ is a complex state of human mind, involving bodily changes of widespread character such as breathing, pounding heart, flushed face, sweating palms, pulse rate, gland secretions, etc. Psychological side, a state of excitement or perturbation marked by strong feelings.

Emotions And Their Blends: Anger: fury, outrage, resentment, annoyance, hostility. Love: acceptance, friendliness, trust, kindness, infatuation. Shame: guilt, remorse, humiliation, regret. Fear: anxiety, nervousness, apprehension, terror. Enjoyment: happiness, joy, relief, contentment, pleasure. Sadness: Grief, sorrow, cheerlessness, gloom. Surprise: Shock, astonishment, amazement wonder. lll

Examples of Use Of Emotions:  She is too sensitive.  He takes everything too personally.  He is jealous of his colleagues.  My boss is always in a hostile mood.  He does not understand the feelings of others.  He is always nagging others.  Nobody understands/listens to me.  The management is way out of touch with employee’s emotions.  Why does it happen with me only in life.  I am always nice with the people around me. The above statements refer to various emotions we experience in our day to day life.

What is the Function of Emotion? Do Emotions Make Us Irrational? –Expressing emotions publicly may be damaging to social status –Emotions are critical to rational decision-making –Emotions help us understand the world around us What Functions Do Emotions Serve? –Darwin argued they help in survival problem-solving –Evolutionary psychology: people must experience emotions as there is a purpose behind them –Not all researchers agree with this assessment

The “Myth of Rationality” –Emotions were seen as irrational –Managers worked to make emotion-free environments View of Emotionality –Emotions were believed to be disruptive –Emotions interfered with productivity –Only negative emotions were observed Now we know emotions can’t be separated from the workplace

Basic Moods: Positive and Negative Affect Emotions cannot be neutral. Emotions (“markers”) are grouped into general mood states. Mood states affect perception and therefore perceived reality.

EMOTIONS & MOODS AFFECT A broad range of feelings that people experience. Affect can be experienced in the form of emotions or moods. EMOTIONS Intense feelings directed toward someone or something MOODS Less intense feelings that lack a specific cause or stimulus

Emotional Labor An employee’s expression of organizationally desired emotions during interpersonal transactions at work. Emotional Dissonance: –Employees have to project one emotion while simultaneously feeling another –Can be very damaging and lead to burnout Types of Emotions: –Felt: the individual’s actual emotions –Displayed: required or appropriate emotions Surface Acting: displaying appropriately but not feeling those emotions internally Deep Acting: changing internal feelings to match display rules - very stressful

A situation in which an employee expresses organizationally desired emotions during interpersonal transactions.

Felt Emotions An individual’s actual emotions Displayed Emotions Emotions that are organizationally required and considered appropriate in a given job

Affective Events Theory (AET) An event in the work environment triggers positive or negative emotional reactions –Personality and mood determine response intensity –Emotions can influence a broad range of work variables

Implications of AET 1.An emotional episode is actually the result of a series of emotional experiences triggered by a single event 2.Current and past emotions affect job satisfaction 3.Emotional fluctuations over time create variations in job performance 4.Emotion-driven behaviors are typically brief and variable 5.Both negative and positive emotions can distract workers and reduce job performance Emotions provide valuable insights about behavior Emotions, and the minor events that cause them, should not be ignored at work; they accumulate

Do people experience emotions equally? –No. Culture can determine type, frequency, and depth of experienced emotions Do people interpret emotions the same way? –Yes. Negative emotions are seen as undesirable and positive emotions are desirable –However, value of each emotion varies across cultures Do norms of emotional expression vary? –Yes. Some cultures have a bias against emotional expression; others demand some display of emotion –How the emotions are expressed may make interpretation outside of one’s culture difficult Global Implications

EMOTIONS & MOODS DEFINED EMOTIONS Caused by a specific event Very brief in duration (seconds or minutes) Usually very specific…anger, fear, sadness, happiness, disgust, etc. Usually accompanied by distinct facial expressions (visual cues) Action-oriented (plan to do something) MOODS Cause is often general and unclear Last longer than emotions (hours or days) More general (either positive affect or negative affect) Generally not indicated by distinct expressions Cognitive in nature (thinking or brooding)

BASIC EMOTIONS UNIVERSAL EMOTIONS R. DESCARTES “Six simple and primitive passions” WONDER, LOVE, HATRED, DESIRE, JOY, SADNESS THE EMOTIONAL CONTINUUM HAPPINESS – SURPRISE – FEAR – SADNESS – ANGER – DISGUST BIOLOGICAL FOUNDATION OF EMOTIONS LIMBIC SYSTEM … when active, you see things in a negative light Inactive limbic system = experience positive emotions (happiness, joy) Active limbic system = negative emotions dominate (anger, guilt) When you encounter negative information…how do you react to it?

SOURCES OF EMOTIONS & MOODS 1. PERSONALITY PERSONALITY PREDISPOSES US TO CERTAIN MOODS & EMOTIONS SOME PEOPLE FEEL ANGER AND GUILT MORE READILY THAN OTHERS OTHERS FEEL CALM AND RELAXED NO MATTER WHAT THE SITUATION BOBBY KNIGHT v. BILL GATES High “AFFECT INTENSITY” CRIES EASILY LAUGHS UNCONTROLLABLY GETS MAD AND ANGRY DO YOU LET YOUR FEELINGS “SHOW?” -- EXTRAVERTS HIDE MY EMOTIONS -- INTROVERTS

SOURCES OF EMOTIONS & MOODS TIME OF DAY AND WEEK WEEKLY CYCLE NEGATIVE MOODS – HIGHEST ON SUNDAYS & MONDAYS (BEGINNING OF THE WEEK) POSITIVE MOODS -- HIGHEST AT THE END OF THE WEEK (THURSDAY – SATURDAY) DAILY CYCLE People are generally in lower spirits in the morning. During the day, our moods improve and then decline in the evening. There is really no significant difference between “morning” or “evening” persons…the daily rise-and-fall pattern is the same for both groups.

SOURCES OF EMOTIONS & MOODS THE WEATHER DO WE HAVE MORE POSITIVE MOODS ON BRIGHT, SUNNY DAYS THAN RAINY ONES? CONTRARY TO POPULAR BELIEF - MOOD AND THE WEATHER ARE NOT RELATED 4. STRESS Stressful daily events negatively affect employees’ moods. The effects of stress are cumulative…even if the stress isn’t severe. Constant, prolonged exposure to stress leads to depression and negative feelings. 5. SOCIAL INTERACTION Social activities increase positive mood and have little effect on negative mood PHYSICAL, INFORMAL, EPICUREAN – Activities strongly associated with positive mood. FORMAL MEETINGS, SEDENTARY ACTIVITIES – not as likely to generate positive moods SOCIAL INTERACTIONS HAVE LONG-TERM HEALTH BENEFITS – people live longer! BE HAPPY --- AND BE HEALTHY!

SOURCES OF EMOTIONS & MOODS SLEEP SLEEP QUALITY AFFECTS MOOD (75% not getting enough sleep) SLEEP-DEPRIVED WORKERS – greater feelings of fatigue, anger, and hostility…impaired decision-making & alertness 7. EXERCISE Exercise modestly enhances people’s positive mood…most pronounced for depressed people. 8. AGE YOUNG PEOPLE DO NOT EXPERIENCE MORE POSITIVE MOODS THAN OLDER PEOPLE NEGATIVE EMOTIONS SEEM TO OCCUR LESS AS PEOPLE GET OLDER “Emotional Experience” tends to improve with age – as we age, we feel fewer negative emotions.

SOURCES OF EMOTIONS & MOODS GENDER CONTRASTED WITH MEN, WOMEN ARE… MORE IN TOUCH WITH THEIR FEELINGS SHOW GREATER EMOTIONAL EXPRESSION EXPERIENCE EMOTIONS MORE INTENSELY MORE LIKELY TO DISPLAY POSITIVE & NEGATIVE EMOTIONS (except anger) ARE BETTER AT READING NONVERBAL CUES CAUSES OF THIS? THE DIFFERENT WAYS MEN AND WOMEN HAVE BEEN SOCIALIZED IN SOCIETY MEN EXPECTED TO BE TOUGH, BRAVE, DON’T CRY, ETC. WOMEN EXPECTED TO BE NURTURING, WARM, AND FRIENDLY WOMEN JUST HAVE A BETTER ABILITY TO READ OTHERS & PRESENT THEIR EMOTIONS THAN MEN WOMEN MAY HAVE A GREATER NEED FOR SOCIAL APPROVAL & A HIGHER PROPENSITY TO DISPLAY POSITIVE EMOTIONS, SUCH AS HAPPINESS.

EXTERNAL CONTSTRAINTS ON EMOTIONS 1. ORGANIZATIONAL EXPECTATIONS JOB REQUIREMENTS DISNEY -- LEARN TO SMILE…AND ACT HAPPY! DOCTORS & AIR-TRAFFIC CONTROLLERS – NEVER SHOW EMOTIONS & GET EXCITED EVANGELISTS, SPORTS ANNOUNCERS, LAWYERS – SHOW EMOTIONS T/B EFFECTIVE THE CUSTOMER IS ALWAYS RIGHT – EVEN IF THEY’RE RUDE, IGNORANT, AND DEMANDING LEARN TO PROJECT ONE EMOTION WHILE FEELING ANOTHER (…put on a “Happy Face”) (Emotional Dissonance) Felt emotions v. Displayed emotions SURFACE ACTING... Deals with DISPLAYED emotions (…VERY STRESSFUL ON THE PERSON) DEEP ACTING … Deals with FELT emotions 2. CULTURAL INFLUENCES Americans value enthusiasm Chinese consider negative emotions to be useful and constructive Norms for expressing emotions differ across cultural groups Americans – smiling is a sign of friendliness – viewed positively Muslims - smiling is a sign of attraction…so women don’t smile at men Japanese - smiling indicates a lack of intelligence (…an ignorant airhead!) French – make no effort to hide their personal feelings about customers

EMOTIONAL INTELLIGENCE People who know their own emotions and are good at reading others’ feelings. Managers high in EI seem to be better managers FIVE DIMENSIONS Self-awareness Being aware of what you’re feeling Self-management The ability to manage your own emotions and impulses Self-motivation The ability to persist in the face of setbacks and failures Empathy The ability to sense how others are feeling Social Skills The ability to handle the emotions of others

PROS & CONS OF EMOTIONAL INTELLIGENCE STRENGTHS INTUITIVE APPEAL - being street smart and socially intelligent makes sense IT PREDICTS JOB PERFORMANCE - correlations found are significant N=59 IT’S BIOLOGICALLY BASED - it’s neurological and affects decision-making CAUTIONS IT’S TOO VAGUE/TOO BROAD - no one is sure what this concept is… - is it intelligence? …self-discipline? …empathy? …or self-awareness? IT ISN’T MEASURED CONSISTENTLY - we haven’t used good methodology IS IT VALID? - it’s so closely related to personality and intelligence - when you control for these factors, there isn’t anything left that’s unique

HOW MANAGERS MIGHT USE EMOTIONS AND MOODS - 1 SELECTION Air Force - hires with high EI scores …2.6 times more successful, lower turnover L’Oreal – salespersons with high EI scores outsold traditionally-hired salespeople DECISION-MAKING Negative mood persons made more accurate decisions, but… Depressed people make poorer decisions than happy people Positive mood people are more likely to use heuristics or “rules of thumb” and less likely to explore all possible options, etc. CREATIVITY Positive mood people are more creative than negative mood people - more flexible and open in their thinking But, positive moods may allow people to relax & not engage in critical thinking MOTIVATION Giving people feedback about performance affects mood, which impacts motivation

HOW MANAGERS MIGHT USE EMOTIONS AND MOODS - 2 LEADERSHIP Effective leaders rely on emotional appeals to help convey their messages When they become excited & enthusiastic, it energizes their subordinates By arousing emotions and linking them to an appealing vision – getting the workers to accept change is more likely NEGOTIATION Negotiators who feign anger have an advantage over their opponent, because the opponent concludes that no more concessions are likely (short-term effect). However, poor performance as a negotiator will lead to negative feelings which will impact future relationships (longer-term relationships) CUSTOMER SERVICE High quality service often puts workers into an “emotionally dissonant” position which leads to stress, lower job satisfaction, and burnout. When employees are cranky and out of sorts, it has a negative impact on customers. But, positive worker attitudes can also be “caught” by customers (emotional contagion) …leading to higher sales and greater loyalty to the company.

HOW MANAGERS MIGHT USE EMOTIONS AND MOODS - 3 CONFLICT Successfully resolving conflicts between coworkers will involve emotions. The manager must try to get the parties to work through the emotional elements in the conflict…you can’t ignore emotions and only look at the rational and task concerns. JOB ATTITUDES People who had a good day at work tend to be in a better mood when they go home. People who had a stressful day have a hard time relaxing at home in the evening. DEVIANT WORK BEHAVIOR Negative emotions can lead to a number of deviant work behaviors which harm or threaten the organization and its members. Envy and resentment lead to hostile acts and behaviors.

PM Applications of Emotions and Moods Selection –EI should be a hiring factor, especially for social jobs. Decision Making –Positive emotions can lead to better decisions. Creativity –Positive mood increases flexibility, openness, and creativity. Motivation –Positive mood affects expectations of success; feedback amplifies this effect. Leadership –Emotions are important to acceptance of messages from organizational leaders.

More Applications of Emotions and Moods Negotiation –Emotions, skillfully displayed, can affect negotiations. Customer Services –Emotions affect service quality delivered to customers which, in turn, affects customer relationships. –Emotional Contagion: “catching” emotions from others. Job Attitudes –Can carry over to home but dissipate overnight. Deviant Workplace Behaviors –Negative emotions lead to employee deviance (actions that violate norms and threaten the organization). Manager’s Influence –Leaders who are in a good mood, use humor, and praise employees increase positive moods in the workplace..

Summary and Managerial Implications Moods are more general than emotions and less contextual Emotions and moods impact all areas of OB Managers cannot and should not attempt to completely control the emotions of their employees Managers must not ignore the emotions of their co-workers and employees Behavior predictions will be less accurate if emotions are not taken into account

Attitudes versus Emotions AttitudesEmotions Judgments about an attitude object Based mainly on rational logic Usually stable for days or longer Experiences related to an attitude object Based on innate and learned responses to environment Usually experienced for seconds or less

Behavior Emotions, Attitudes and Behavior Perceived Environment Attitude Feelings Beliefs BehavioralIntentions Cognitive process Emotional process Emotional Episodes

What Exactly Is EQ Emotional intelligence or Emotional Quotient is simply defined as: knowing what feels good, what feels bad, and how to get from bad to good. Knowing your emotions and knowing emotion of others. It refers to emotional management skills which provide competency to balance emotions and reason so as to maximize long term happiness.

Emotional Intelligence Emotional intelligence - the five domains Goleman identified the five 'domains' of EQ as: 1.Knowing your emotions. 2.Managing your own emotions. 3.Motivating yourself. 4.Recognising and understanding other people's emotions. 5.Managing relationships, i.e., managing the emotions of others.

How is EQ Different from Personality? Personality focuses on symptoms of behavior and what our behavioral tendencies are EQ focuses on sources of behavior and our ability to exercise sound judgment  We know we want an extrovert, sensor, thinker, and judger (ESTJ) from the Myers-Briggs Type Indicator for our vacant leadership role. But we cannot tell which ESTJ will make sound judgments, or be able to control their emotions and exercise clarity within their thinking when under stress. Or which ones will maim everyone in his/her path when under stress.

Emotional Intelligence vs. Personality When building teams it is behavior that counts, not intentions but… The underlying (motivating) force is always thinking; Thinking leads to behavior Behavior is driven by emotions (our EQ)

Where Does EQ Come From? The source of EQ is our Thinking Three Dimensions of Thinking:  Intrinsic Thinking – One’s ability to see the uniqueness in other people, themselves, and things around them.  Extrinsic Thinking – One’s ability to see how people and things relate and compare to each other (i.e. relative or comparative thinking).  Systemic Thinking – One’s ability to think in black and white terms, and their ability to focus on their ideal view of people, the world around them, as well as themselves.

The “Thinking Condition” Effect (Sometimes 20-20, Sometimes Blind) Condition I Thinking: Relating – Stress free among the people, with everyone feeling safe, included, and valuable – and focused on the task at hand rather than on their own needs. Condition II Thinking: Reflecting – When we reflect on other’s input, which gives us a fresh point of view.

Thinking Conditions Continued Condition III Thinking: Responding – Something happens and we respond – it’s how we go through our days and the thinking condition people use most often. Condition IV Thinking: Reacting – The thinking condition in which people are more likely to make errors in judgment and do or say things they will regret later.

Five EQ Competencies that Correlate to Workplace Success Social Competencies – Competencies that Determine How We Handle Relationships  Intuition & Empathy - Our awareness of others’ feelings, needs, and concerns. This competency is important in the workplace for the following reasons. Understanding others Customer service orientation People development Leveraging diversity

Five Critical EQ Competencies  Political Acumen & Social Skills – Our adeptness at inducing desirable responses in others. This competency is important in the workplace for the following reasons. Influencing Communication Leadership Change Catalyst Conflict Resolution Building bonds Collaboration and Cooperation Team capabilities

Five Critical EQ Competencies Personal Competencies – Competencies that Determine How We Manage Ourselves  Self Awareness – Knowing one’s internal states, preferences, resources, and intuitions. This competency is important in the workplace for the following reasons. Emotional Awareness Accurate self-assessment Self-confidence

Five Critical EQ Competencies  Self Regulation – Managing one’s internal states, impulses, and resources. This competency is important in the workplace for the following reasons. Self-control Trustworthiness Conscientiousness Adaptability

Five Critical EQ Competencies  Self Expectations – Emotional tendencies that guide or facilitate reaching goals. This competency is important in the workplace for the following reasons. Achievement drive Commitment Initiative Optimism

Emotional Intelligence The ability to perceive emotions, to access and generate emotions so as to assist thought, to understand emotions and emotional knowledge, and to reflectively regulate emotions so as to promote emotional and intellectual growth (Mayer & Salovey, 1997) nDifferentiated from personality measures on theoretical basis nDifferentiated from impression management by emotion focus nCapable of being changed

Social Awareness Self-management Understanding and sensitivity to the feelings, thoughts, and situation of others Controlling or redirecting our internal states, impulses, and resources Self-awareness Understanding your own emotions, strengths, weaknesses, values, and motives Relationship Management Managing other people’s emotions Lowest Highest Model of Emotional Intelligence

Emotional Intelligence Competencies Self-awarenessSocial awareness Self-management Relationship management Self (personal competence) Other (social competence) Recognition of emotions Regulation of emotions

IQ v/s EQ (Intelligence Quotient v/s Emotional Quotient) The research shows that IQ can help you to be successful to the extent of 20 percent only in life. The rest of 80 percent success depends on your EQ 80% EQ 20% IQ

Top Performing Producer EQ Study 72% of Top Producers score high in Empathy on the ZRHS (relationship-oriented sale) 72% of Top Producers score high to very high in Self Awareness on the ZRHS (motivated by commission) 72% of Top Producers score high to very high in Self Expectations on the ZRHS (goal-oriented) 70% of Top Producers are Extrinsic Thinkers

Top Performing CSR EQ Study 79% of Top CSR’s score high in Empathy on the ZRHS (relationship builders) 86% of Top CSR’s score high in Adherence & Organization on the ZRHS (processes, detail, rules) 75% of Top CSR’s score lower in Self Awareness on the ZRHS (low ego and team-oriented)

WHAT IS “SUCCESS” Is it your IQ: Exams passed, competitions cleared, percentage of marks in schools and colleges,academic qualifications etc Earning fat salary, top positions in workplace, being rich and wealthy, powerful,dominating, being influential etc

OR SUCCESS IS SOMETHING ELSE The word "success" is a relative term Living a healthy and happy married life may be an indicator of success for some. Reaching a top position in carrier may be an indicator of success for others For some having a satisfying job life or personal satisfaction may be an indicator of success Only the tangible achievements may not be indicators of success in life. Many a times non-tangible performance or achievements may be termed as successful.

GETS YOU HIRED GETS YOU FIRED/PROMOTED THE PROFESSIONAL SUCCESS

What experts say Psychologists, Psychiatrists, Management consultants and Medical Doctors have been proving that there are personal characteristics called emotional intelligence which are responsible for the ways how we behave, how we feel, how we relate to others, how well we do at our jobs, and how healthy we are.

Conted….. Emotional Intelligence tendencies can result in being uncomfortable with other people, not being happy with your job, not succeeding at your job, and even being physically and psychologically unhealthy - with stress-related problems, or not having satisfactory interpersonal relations

EQIQ THE PERSONALITY The HEAD The HEART

THE PERSONALITY EQ Thinking Part Feeling Part

Characteristics of a High EQ Person A time to wait and a time to watch, A time to be aggressive and a time to be passive, A time to be together and a time to be alone, A time to fight and a time to love, A time to work and a time to play, A time to cry and a time to laugh, A time to confront and a time to withdraw, A time to speak and a time to be silent, A time to be patient and a time to decide.

Characteristics of a low EQ Person “If only I had a different job … …” “If only I had finished graduation … …” “If only I had been handsome/beautiful …” “If only my spouse had stopped drinking …” “If only I had been born rich and famous…” “If only I had good contacts…” “If only I had better friends …” “If only I had married someone else …”

EMOTIONAL SKILLS MANAGERS SHOULD LEARN EMOTIONAL COMPETENCY EMOTIONAL MATURITY EMOTIONAL SENSITIVITY

I. EMOTIONAL COMPETENCY Tackling Emotional Upsets High Self-esteem Handling Egoism Handling Inferiority Complex

II. EMOTIONAL MATURITY Self-Awareness Developing Others Delaying Gratification Adaptability and Flexibility

III. EMOTIONAL SENSITIVITY Understanding Threshold of Emotional Arousal Empathy Improving Inter-personal Relations Communicability of Emotions

Do different professions require different Levels of EQ? CLUSTER I: EXTREMELY HIGH Artist, Insurance, Advertisement, Social Work, Exec Managers CLUSTER II:HIGH Teaching, Legal, Tourism, Politics, Business/ Entrepreneurship, Police CLUSTER III:AVERAGE Judiciary, Administration, Information Technology, Medicine, Banking, Engineering, Accountancy, Nursing (DALIP SINGH 2002)

CAN EQ BE DEVELOPED? YES. You can develop your EQ by upgrading your emotional skills. The popular thinking that EQ is entirely inherited is incorrect. Emotional Intelligence is not fixed at birth. There is no emotional intelligence genes as such that we know of today. It is something one has learned.

Conted…….. Can EQ be developed at any stage/age of personal or professional life. The answer is YES. You can upgrade your emotional skills at any stage of your life. In fact, age and maturity are positively correlated with the EQ. Same is not true about IQ which is more or less static.

Can EQ Be Measured? YES. Though some critics may argue that emotional traits can not be measured accurately the psychologists have shown that EI can be measured by using standardized scientific tools.