2 million more in profit annually. Further, high EQ partners consistently showed a 139% gain in profit. (Kreitner: 2005).
Goleman also bases his argument on the study of an international soft-drink corporation. In this study it was found that division leaders with developed EQ competencies regularly outperform their goals by more than 15%. On the other hand, division leaders who did not develop their EQ regularly missed their targets by 15%. (Goleman: 2000).
Finally, Goleman also points to the results produced by an independently conducted study by L'Oreal. According to this study, L'Oreal realized a $91,370 increase per person for salespeople hired based on EQ skills. The company also experienced a 63% decrease in turnover in their EQ hired sales staff. (Goleman: 2000).
On the other hand, as is clearly argued by the Kreitner text and only briefly touched upon by Goleman, critics point out that business can misuse EI assessments, utilizing the tests as a means of unethical discrimination to applicants and current employees. (Kreitner: 2005). It is found that workers and individuals with introverted personalities, including individuals suffering from depression or abusive backgrounds, are typically discriminated against based on EI. EI assessments and review screenings also create obstacles against people with various disabilities. (Mayer: 1993).
Based on a comprehensive reading and comparison of both texts as they apply to emotional intelligence, it can be seen that emotional intelligence is a power tool and character trait when applied to the professional world. On the one hand, corporate executives and managers, especially human resource directors, can utilize the theory of emotional intelligence when making hiring, evaluation and promotion decisions.
According to the research presented in both texts, emotional intelligence unarguably offers a telling method of both measuring and predicting an employee's performance level and thus success. Since an emotionally intelligent person exhibits certain characteristics, ones that correlate with high performance levels, when an employer is making a hiring, evaluation or promotional decision, they will want to look towards these characteristics. Those employees who exhibit the characteristics most often associated with an emotionally intelligent or emotionally competent individual will be, according to the research presented in the texts, more productive and more successful for the corporation. For these reasons, these emotionally competent employees will be hired, receive higher rates of approval on performance evaluations, and advance up the corporate ladder more quickly.
Knowing this, the information presented in the two texts is also of great benefit to the employee. Because it is shown that an employee who exhibits signs of being emotionally competent will both be seen more favorably and will more likely than not perform better in the workplace, it is essential that an employee learn how to become an emotionally competent employee. Both texts, but especially Goleman's, provides the employee with what is essentially a How-to book on becoming an emotionally competent person by improving ones level of emotional intelligence. Unlike an IQ, emotional intelligence is something that can be acquired through study and practice. Thus, an employee motivated to create a successful business or professional career must acquire a high level of emotional intelligence, which in turn will lead to a level of emotional competency. In fact, according to Goleman, emotional intelligence plays the key determining role in employee and business success, much more so than IQ or technical skills does. Knowing this, the employee will want to place an emphasis of their efforts on acquiring the skills of an emotionally intelligent person.
Finally, as is particularly highlighted in the textbook, emotional intelligence also presents a dangerous road of moral issues within the corporate environment. Essentially what emotional intelligence does if give a golden key to individuals with a certain personality predisposition. However, not all individuals have the same personality and, despite the fact that many individuals with introverted, or quiet personalities, are successful leaders and emotionally intelligent, because this is not externally displayed they will more likely than not be overlooked in hiring decisions. The danger in this, besides issues of discrimination, is that the most qualified individuals will be passed over in favor of an employee who can at least play the part of the emotionally intelligent person. This not only hurts the employee who is not hired but also the good of the corporation.
Goleman, Daniel, Dalai Lama. (2000): Working with Emotional Intelligence. New York: Bantam Books.