Response to Discussion post U2R28036

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Response Guidelines TP
Provide your insights into how EI may provide a positive skill set. Provide
thoughts on the possible negative consequences that EI also could create.
Your response must be a minimum of 200 words in length. Must Include at least
two APA-formatted references. The reference must be current with the past 5-7
years.
Emotional intelligence or EI,I has been defined as ?the ability to monitor one?s
own and others? feelings and emotions, to discriminate among them and to use
this information to guide one?s thinking and actions? (Mahmood and Yadav,
2017).
Emotional intelligence is first and foremost developed by understanding your
own feelings and how you emotionally react to events throughout the day.
Understand what emotions you experience and what triggers those feelings. This
is the foundation of developing emotion control. Emotion control refers to the
modulation of emotional reactions and expressions and is restricted in part by a
person?s level of cognitive resources (Ybarra, Kross and Sanchez- Burks, 2013).
EI can be recognized in other leaders through interpersonal skills, body
language, and emotion control. Interpersonal skills can include listening, being
empathetic, being honest and collaborating with others. Body language includes
paying attention to their expressions, how emotions are conveyed, and if your
gestures are being mirrored or if the person is signaling disinterest.
As described by Dye and Garmin (2015) EI can potentially work against leaders
when it is misused and overused. Situations such as when a leader is getting by
on his good graces, overextending the emotional role or avoiding noninterpersonal aspects of work.
In these cases, although a leader has high EI they are not producing to the level
possible.
When a leader is getting by on good graces, performance issues are often
overlooked and go unaddressed. When they are overextending the emotional
rule, the work environment becomes unstable and they are hesitant to allow their
employees to resolve their issues and take full responsibility for resolving the
issues themselves. When a leader neglects the more critical elements that need
to be addressed and seek out recognition for the less important things, they are
avoiding the non-interpersonal aspects of their work (Dye and Garmin, 2015).
References
Dye, C. F., & Garman, A. N. (2015). Exceptional leadership: 16 critical
competencies for healthcare executives. Chicago, IL: HAP.
Mahmood, A., & Yadav, L. (2017). Occupational stress, emotional intelligence
and demography: A study among working professionals. International Journal of
Business Insights and Transformation, 10(2), 72-79. Retrieved January 13,
2018.
Ybarra, O., Kross, E., & Sanchez-Burks, J. (2013). The “Big Idea” That Is yet to
Be: Toward A More Motivated, Contextual, and Dynamic Model of Emotional
Intelligence. Academy of Management Perspectives, 28(2), 93-107.
doi:10.5465/amp.2012.0106

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