Emotional intelligence, also referred to as emotional quotient or emotional leadership, refers to the ability of people to identify and control their own feelings relative the environment or the emotions of others to achieve their goals ( Cavazotte, Moreno, & Hickmann, 2012). Emotional intelligence not only allows individuals to distinguish between the different feelings of others and tag them correctly but also permits them to use emotional knowledge gathered to guide their behavior and thinking. Emotional intelligence is related in one way or the other three critical psychological aspects: motivation, response, and behavior. This paper principally aims to explore this connection.
Firstly, as mentioned above, emotional intelligence affects individual responses in different ways, especially allowing them to exercise self-regulation and self-awareness. Individuals with emotional intelligence never enable their feelings to get over them because they understand them comprehensively. They fully understand their weaknesses and strengths. In terms of behavior, people endowed with emotional intelligence can regulate their impulses and character by disallowing themselves from getting jealous, agitated, or angry quickly. Such people also make thoughtful and planned decisions, and they rarely engage in careless and impulsive decision-making processes. Moreover, such people are compassionate and empathic, meaning they recognize and relate with the needs, wants, and viewpoints of those surrounding them. Lastly, emotional intelligence motivates people since it creates the desire and willingness to reschedule immediate benefits for long-term triumph. Such people are incredibly productive, keen to challenge themselves for greater things, and are efficient in all the activities they partake ( Hughes & Terrell, 2011).
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From the discussion, it is clear that emotional intelligence or emotional quotient plays a significant role in regulating response, behavior, and motivation. It creates self-awareness, self-regulation, empathy, as well as self-drive. These skills are very fundamental in leadership as it develops and nurtures cooperation and positive relations even when things are moving south.
References
Cavazotte, F., Moreno, V., & Hickmann, M. (2012). Effects of leader intelligence, personality, and emotional intelligence on transformational leadership and managerial performance. The Leadership Quarterly , 23 (3), 443–455.
Hughes, M., & Terrell, J. B. (2011). The emotionally intelligence team: Understanding and developing the behaviors of success. San Francisco, CA: John Wiley & Sons.
