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She concludes the historical presentation with the thought that emotional intelligence is clearly based on well-developed communication patterns through out a person's lifetime. In other words, emotional intelligence is not bio-neurological trait, rather that which is learned through effective communication - a life-long process.
Harmon carries her thesis over to management style by informing the reader that all too often managers pride themselves on possessing a level of knowledge that employees do not have and are, therefore, reluctant to accept the idea that emotional intelligence is a way in which to coach, mentor, and guide employees with respect to performing better. Harmon goes on to report that emotional intelligence is extremely important with respect to intelligence or IQ itself and that emotions help to organize activities and behaviors through out one's life, including employment. What she is attempting to point out is that emotional intelligence functions in harmony with all other human activity, including cognition, work, and social situations. Anther important issue Harmon discusses is that of emotional intelligence helps the individual (managers included), 'regulate' work performance as well as to gain insight into past failures, poor employee and self performance, and how to better the situation for maximum growth and corporate profit. She not only cites the financial cost of not performing an emotional intelligence audit but presents information as to the benefits received, namely, increased work productivity, employee satisfaction, better employee-manager communication, and increased business profits. Her list of 15 emotional intelligence measurement scales run from empathy traits to self- awareness to interpersonal relationship scales - all of which are intended to provide the manager with an assessment as to the emotional climate of the business.
Lastly, Harmon is objective in her presentation by alerting the reader as to the pitfalls of a low emotional intelligence quotient on behalf of management personnel. Examples presented included, but not limited to, employee corruption, high employee turnover, and costly lawsuits, and poor production. In the end Harmon justifies the practice of emotional intelligence engineering through improved management-employee relationships.
Works Cited
Patricia, Harmon. "Emotional Intelligence: Another Management Fad, or a Skill of Leverage?"
Center for Quality of
Works Cited
Patricia, Harmon. "Emotional Intelligence: Another Management Fad, or a Skill of Leverage?"
Center for Quality of
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