Emotional Intelligence: Patricia, Harmon. \"Emotional

¶ … Emotional Intelligence:

Patricia, Harmon. "Emotional Intelligence: Another Management Fad, or a Skill of Leverage?"

Center for Quality of Management Journal. 9(1) (2000): 43-51

Despite the common usage of defining intelligence in terms of numbers there are many psychologists that do not agree with the concept that intelligence is measurable and quantifiable and representative strictly on the basis of cognition. Some theorists believe that intelligence not only includes analytical and problem solving ability but creativity and practical problem solving components as well. In fact there are even some theorists who have totally abandoned the idea of measuring intelligence and purport that intelligence is not measurable visa via a pencil and paper test. These particular theorists believe that ethnicity, cultural heritage, and even religious factors (i.e., Emotional Intelligence factors) have a tremendous influence on that which is commonly called the Intelligence Quotient. More than likely the safest way in which to view intelligence is to consider the concept as one being influenced by dietary factors, physical and mental exercise, emotional states, and a host of other influencing factors. Notwithstanding the developments in the science of cognition and medicine, measuring intelligence is still in an embryonic stage and most definitely open to further investigation. The focal point of this report will be on evaluating a recent article published in the Center for Quality of Management Journal wherein the topic being presented is that of role emotional intelligence in management practice. The evaluation will pay particular attention to the author's purpose of study, investigative methodology, presentation of a theoretical topic background, and the conclusion drawn.

According to the author the term of emotional intelligence is garnering support in recent years as businesses are beginning to emphasis that a return on investment is not only a product of sales and marketing but also on the psychology of human behavior. Although not a new concept this particular author build a theoretical framework evidencing that emotional intelligence is extremely important in staffing, acquisition, and development. Harmon basis this thought on the fact that modern day businesses are in need of ways in which to meet and sustain a competitive edge. To this end Harmon maintains that companies are increasingly relying on the talents and expertise of workers and less on an autocratic management style. More specifically the author point out that companies are giving way to a shared governance environment in management wherein employees are more autonomous, have greater respect and receive greater empathy for the job preformed. Harmon aptly refers to the emotional intelligence factor in business as being 'street smart' and having the necessary built-in 'social radar' for influencing work performance.

Although the content of the article is positioned for management Harmon very effectively presents the reader with a historical perspective on the concept of emotional intelligence and explains to the reader that this particular psychological trait begins in infancy. 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.