Linking Self Perception and Emotional Intelligence

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Linking Self-Perception and Emotional Intelligence Karin Applegate, Aysegul Timur, Ph.D. and Karen Locklear, Ph.D., Hodges University, Naples, FL ABSTRACT Emotional intelligence (EI) refers to how well an individual handles herself/himself and others, rather than their technical skills. EI includes the attributes of self-awareness, self-control, social awareness, and social skill. It is extremely important for an individual to know, not only about EI, but specifically his or her own level. This knowledge facilitates objective assessment of self and other appropriate responses in interactions in all environments. As individual economies evolve into a global one, people must develop their EI in order to achieve success. This paper examines the relationship between self-perception of management skills and EI levels. Managers with self-perceived effective management skills possess higher EI levels, enabling them to achieve better outcomes and foster fertile work environments. Employers who recognize the importance and presence of high levels of EI in employees, especially management personnel, and individuals who develop a higher personal level of EI will result in a stronger more effective workforce. The hypothesis is thus formulated that self-awareness of EI status is the first critical step in managerial effectiveness and success and in developing and supporting EI in others. An analysis of this study’s current data substantiates a strong link between self-perception of management effectiveness and a relationship of high levels of EI across varied but unspecified management applications. Studies such as the following verify the positive consequences of increased understanding of psychological and emotional factors involved in management success, which can not be understated in the increasingly competitive and evolving global environment. INTRODUCTION The purpose of
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