EQ Competence: Fostering a Talent Advantage that Drives Organizational Performance
Many HR professionals have heard the term Emotional Intelligence before but what is it, really? How can it be used to drive organizational performance? We know it’s related to someone’s behavior and how they interact with others but can fostering this competency in your workforce, especially your senior leadership, accelerate the success of the organization?
Understanding emotional intelligence and how this competency can be leveraged to develop talent is important in today’s competitive business environment.
During this course, we’ll take a close look at what Emotional Intelligence is and is NOT. You’ll gain a high-level understanding of the research and be armed with the knowledge to cut through the hype and clarify myths versus fact. Most importantly, learn what to consider when incorporating the emotional intelligence competency into your talent acquisition and talent development strategies.
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Title: Criticism and Importance
Emotional Intelligences does have its share of critics. Generally speaking they tend to use one of the following lines of argument.
Number 1, Emotional Intelligence is not a theoretically sound construct. It is just fluff, without any true substance. This criticism stems from the confusion caused by there being many different competing Emotional Intelligence models. However, this criticism is invalid because the ability-based model of Emotional Intelligence is well specified, it has clearly defined the EI construct and the model has been replicated in independent research studies. So clearly EI is theoretically a valid construct and it is pertinent to further study. This leads to the next challenge.
Criticism Number 2, states that the ability-based Model of Emotional Intelligence is the only true EI.
The Mixed-Models are measuring something very different. Hence they should be described as “Emotional & Social Competencies” or some other term to distinguish them from the ability-based EI model.
This is certainly the position of some prominent scholars and more recently published articles in the top tier journals tend to use the ability-model as the theoretical basis; however, John Mayer in a recent interview in Emotional Review, acknowledged that the ability-based EI model is focused on emotional reasoning and is less correlated with emotion-based behaviors. And as a result, the ability-based EI model is less successful at predicting behaviors because it does not account for other variables such as traits, interpersonal competencies, etc. in contrast to the Mixed Models. Someone’s personality traits and competencies influence their behavior. So it makes sense to continue to study the Mixed-Models of EI as they may reveal new insights into the EI construct and its relationship to the broader construct of Social Intelligence.
Criticism Number 3, states that EI is nothing more than a mix of general mental ability and personality. Meta-analytic studies of EI have shown that EI does offer added value in helping to predict job performance even though EI is more closely related to IQ and personality than the EI proponents themselves would like you to think.
So why should we care about EI? Because at the end of the day, organizations are made up of people, and it would be nearly impossible for the vast majority of workers to get their daily work tasks completed without some interaction with others. Hence, we are more effective at work to the extent that we are able to build rapport, work together, maintain good work relationships, and successfully cope with work-related emotional triggers.
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Dr. Craig Haas is a Management Consultant and Executive Coach at Advantage Performance Group with over 15 years of experience in helping companies select high quality talent and develop leaders.
His specialty is talent assessment for enterprise wide talent acquisition and leadership development initiatives. Craig is also a talented training facilitator. He also serves as an...