MBarq
BY: Dr. Mushtaque B Barq
The man is a brilliant creation of the Creator for the reason that he is equipped with highly sensitive faculties and is equally monitored by sentiments and responses. Emotional intelligence is nothing new, as the man, as mentioned in scripts, has been raised out of dust, and from this dust he has lifted along his intelligence and his sentiments as well. This capability has enriched his self-awareness, which, in reciprocity, has inculcated in him the spirit of knowing His Creator and all about Him.
The more a man takes refuge in his emotional intelligence, the more he feels connected to the bigger cosmos of which he is actually a part. Constantly monitoring his own resources has repeatedly motivated him to regulate himself, resulting in increased self-discipline and awareness. It is this faculty that keeps him motivated to learn, to connect, and to find solace in the assemblies where emotions are addressed. Witnessing this colossal proceeding around, he is able to conquer the mystery of empathy, which is what he finds as a reward for his emotional binding.
One of the best outcomes of emotional intelligence is to derive the best out of the ordinary. A team leader, for instance, can create a better work culture by fixing roles for his team members, allowing them to express themselves, and permitting them to listen and learn. A dynamic leader qualifies emotional intelligence by extracting gems from ore. His emotions can reshape the deformity in the group, as a better connection makes a better team. This divine attachment can not only add human source but also reduce ‘exclusiveness’ within the team, which in reciprocity can certainly reduce room temperature IQ to let others be vocal whenever needed. Soft skills are really soft, at least for the sake of saying it, but this softness is further softened by being soft to improve others. Emotional intelligence underpins our relationships, both personal and professional.
At the workplace, as I have experienced, it works well, and at home, it must be served on the table like a favourite dish. At work, emotional intelligence can soften the feedback, which is otherwise a nightmare for one and all. Talking about the feedback at the workplace, every second fellow is a boss; he enjoys the divine power to be judgemental, and above all, his response at any point in time stands valid to please the boss. This invalidity is proportional to his lack of human touch. A mistake by mistake is no mistake, but a mistake for a cause can be rectified by empathy. A repetitive mistake is the outcome of negligence both by the subject and the object. In most cases, studies have shown that EI has better resolving results to address the ambivalence leading to motivation and coaching the rest, thus a culture we commonly refer to as ‘Culture of Collaboration’. Once this culture is nursed properly, it pays back by building psychological safety within the group, where you can reach out to your colleagues to address their professional requirements besides personal counselling.
Emotional intelligence was defined in the 1990s by Salvoy and Mayers as “a type of social intelligence that involves the ability to monitor one’s own and others’ emotions, to discriminate among them, and to use this information to guide one’s thinking and actions,” but later on they further worked on the definition and broadened its scope by adding the verbal and non-verbal appraisal and expression of emotions, the regulation of emotions in the self and others, and the utilisation of emotional content in problem solving. Profile -3 (WEIP) Workgroup reveals that Emotional Intelligence is a scale designed in Australia as a self-report to measure the EI of people in work teams. It has very good internal consistency and presents correlations with several instruments that prove its convergent validity.
When we talk about Goleman’s emotional intelligence model, that is self-management. He says, “The more people develop self-awareness, the more people will see an increase in the ability to manage their actions.” His concept signifies the role of self-management, which plays a pivotal role in decision-making. Furthermore, self-management requires recognition and adaptability, like patience, understanding, and good listening skills. A good leader must be a good listener; he must be bestowed with attentiveness to tone shifts in speech and changes in body language during crucial moments. Goleman’s model is workable if put to use at workstations where leadership programmes run in parallel. Leaders must actively guide conversations by focussing on core issues using a functional approach to avoid indirect questions, cross-references, or gossip. A leader must constantly cut orthogonal projections to steer the flow, leading to a logical conclusion.
