FACULTY OF APPLIED SOCIAL SCIENCES

1/ 2016

ABPK 2203

PERCEPTION AND EMOTION

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INTRODUCTION

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NEGERI SEMBILAN

When we have a choice to make or meet head-on with a sudden stimulus, often we respond
with emotion first before we have time to think about choices or consciously identify the
stimulus. In cases like these, our emotions are useful guide because they provide a quick
response in urgent situations. Most of the time, our quick emotions responses are correct.
However, sometimes they different from the choice we would make if we actually took the
time to think about the situation logically. The challenge lies is knowing when to follow our
emotions and when to override them. Making the decision is one aspect of emotional
intelligence. It is clear to see from our observation of people around us that some people are
better than others at understanding their own emotions as well as that of others. They able to
control their emotions, know when to allow their emotions to guide them and when not to
( Kalat and Shiota, 2007). They are emotionally intelligent.
Emotional intelligence (EI) or emotional quotient (EQ) is the capacity of individuals to
recognize their own, and other people's emotions, to discriminate between different feelings
and label them appropriately, and to use emotional information to guide thinking and
behavior. Although the term first appeared in a 1964 paper by Michael Beldoch, it gained
popularity in the 1995 book by that title, written by the author, psychologist, and science
journalist Daniel Goleman. Since this time Goleman's 1995 theory has been criticized within
the scientific community.

There are currently several models of EI. Goleman's original model may now be considered a
mixed model that combines what have subsequently been modeled separately as ability EI
and trait EI. Goleman defined EI as the array of skills and characteristics that drive leadership
performance. The trait model was developed by Konstantin Vasily Petrides in 2001. It
"encompasses behavioral dispositions and self perceived abilities and is measured through
self report". The ability model, developed by Peter Salovey and John Mayer in 2004, focuses
on the individual's ability to process emotional information and use it to navigate the social
environment.

Studies have shown that people with high EI have greater mental health, job performance,
and leadership skills although no causal relationships have been shown and such findings are
likely to be attributable to general intelligence and specific personality traits rather than
emotional intelligence as a construct. For example, Goleman indicated that EI accounted for

67% of the abilities deemed necessary for superior performance in leaders, and mattered
twice as much as technical expertise or IQ. Other research finds that the effect of EI on
leadership and managerial performance is non-significant when ability and personality are
controlled for, and that general intelligence correlates very closely with leadership. Markers
of EI and methods of developing it have become more widely coveted in the past decade. In
addition, studies have begun to provide evidence to help characterize the neural mechanisms
of emotional intelligence.
DEFINITION AND HISTORY ABOUT EMOTIONAL INTELLIGENT.
1. Definition
The definition of emotional intelligent is ability that helps us to reason with emotions.
Emotional intelligence is sometimes also referred to as the emotional aspect of reason.
Emotions, often times have been considered the opposite of reason. Emotional intelligence
uses emotions to enhance thought.
There is in fact a biological link between the emotional part of our brain and the decision
making part of our brain. The tragic accident which happened to one man called Phineas gage
led to our understanding of the emotional aspect of reason. Gage was working in railroad
construction when an explosion occurred that made a large iron rod go completely. Through
his head. Gage survived the accident and returned to work a few months later. All his
colleagues noticed the drastic personality change him. Gages injury damaged his frontal lobe
(front part of the brain) causing him to lose the ability to reason with emotions. His doctor
described his injury as one that destroyed the balanced between his reasoning abilities and his
emotional impulse. Hence, gages behaviour wa now rash, impulsive and he showed little self
control. Gages accident is a powerful demonstration of how it would be like to lose the
intelligent connections between the emotional part of the brain and the reasoning part of the
brain (santrock,2005).
Emotional intelligence can be defined as the ability to monitor one's own and other people's
emotions, to discriminate between different emotions and label them appropriately and to use
emotional information to guide thinking and behaviour. Emotional intelligence also reflects
abilities to join intelligence, empathy and emotions to enhance thought and understanding of
interpersonal dynamics.
2. History

The term "emotional intelligence" seems first to have appeared in a 1964 paper by Michael
Beldoch, and in the 1966 paper by B. Leuner entitled Emotional intelligence and
emancipation which appeared in the psychotherapeutic journal: Practice of child psychology
and child psychiatry. First use of the term "emotional intelligence" has been
attributed[citation needed] to Wayne Payne's doctoral thesis, A Study of Emotion: Developing
Emotional Intelligence from 1985.

In 1983, Howard Gardner's Frames of Mind: The Theory of Multiple Intelligences introduced
the idea that traditional types of intelligence, such as IQ, fail to fully explain cognitive ability.
He introduced the idea of multiple intelligences which included both interpersonal
intelligence (the capacity to understand the intentions, motivations and desires of other
people) and intrapersonal intelligence (the capacity to understand oneself, to appreciate one's
feelings, fears and motivations). The first published use of the term 'EQ' (Emotional
Quotient) seems to have been by Keith Beasley in a 1987 article that appeared in the British
Mensa magazine.

In 1989 Stanley Greenspan put forward a model to describe EI, followed by another by Peter
Salovey and John Mayer published in the same year.However, the term became widely
known with the publication of Goleman's book: Emotional Intelligence - Why it can matter
more than IQ (1995). It is to this book's best-selling status that the term can attribute its
popularity. Goleman has followed up with several further popular publications of a similar
theme that reinforce use of the term. To date, tests measuring EI have not replaced IQ tests as
a standard metric of intelligence. Emotional Intelligence has also received criticism on its role
in leadership and business success.The distinction between trait emotional intelligence and
ability emotional intelligence was introduced in 2000.

FUNCTION OF EMOTIONAL INTELLIGENT

Emotional Intelligence is highly valued in the workplace, where success hangs on your
ability to have positive and successful interactions with others on a daily basis, sometimes in
spite of your current mood.
How do you know if you have a high level of emotional intelligence? If you struggle with
emotional intelligence, how can you improve it? For many people, these questions are
difficult to answer, but as a practitioner of type, you are already a step ahead when it comes to
understanding and improving your EQ, and using it to help you beat the stresses of the day.
Imagine you are walking home from work, and your see a young lady sitting down in a
corner and crying. She takes a look at you, and starts crying again. What do you do? Should
you approach her and ask her what is wrong or would she prefer to be alone? The right
answer depends of a lot of factors. For example her body language and the reason she is
crying. Emotional intelligence gives us the ability to identify and empathise with a strangers
emotional state; and handle the situation effectively.
Emotional intelligence is also term that is quite popular in the work places now. Many
companies invest a lot of money in training their employees to develop their emotional
intelligence abilities. Emotionally intelligent people perform better at their jobs
( Goleman,1995). Emotional intelligence helps us make the right decisions. When we are in
the sticky situation, friend often encourage us to think rationally and not let our emotions get
in the way of making a rational decision. This is because sometimes when we are
overwhelmed by emotions, we make decision that we normally would not. For example,
anger might lead you to make hasty, angry decisions that you might regret later when the
emotions have subsided. This is why we need to develop our ability to reason with emotionsemotional intelligence.
Emotional Intelligence (EQ or EI) can be defined as the ability to understand, manage, and
effectively express one's own feelings, as well as engage and navigate successfully with those
of others. According to Talent Smart, 90% of high performers at the work place possess high
EQ, while 80% of low performers have low EQ. Emotional Intelligence is absolutely
essential in the formation, development, maintenance, and enhancement of close personal
relationships. Unlike IQ, which does not change significantly over a lifetime, our EQ can
evolve and increase with our desire to learn and grow.

STRATEGY TO IMPROVE EMOTIONAL INTELLIGENCE.

Scholars may have coined the term emotional intelligence in the early 1990s, but business
leaders quickly took the concept and made it their own.
According to emotional intelligence, or EQ, success is strongly influenced by personal
qualities such as perseverance, self-control and skill in getting along with others. Much has
been written about how to improve employees EQ, but hiring managers are likely to make
better hiring decisions when they look for people who already possess high EQ scores.
At Glassdoor, we see our 2,100 employer clients like Zillow and 1-800-CONTACTS working
hard to better connect with both employees and job seekers. Why? Because they know that in
order to keep their culture intact and to effectively recruit the right kind of candidates, they
need to engage and be open and transparent.
Workers with high EQ are better able to work in teams, adjust to change and be flexible. No
matter how many degrees or other on-paper qualifications a person has, if he or she doesnt
have certain emotional qualities, he or she is unlikely to succeed. As the workplace continues
to evolve, making room for new technologies and innovations, these qualities may become
increasingly important.
In his books, Emotional Intelligence: Why It Can Matter More than IQ and Working With
Emotional Intelligence, Daniel Goleman presents five categories of emotional intelligence.
To hire candidates who will thrive in your workplace, look for those who have a handle on
these five pillars:
Self-awareness: If a person has a healthy sense of self-awareness, he understands his own
strengths and weaknesses, as well as how his actions affect others. A person who is self-aware
is usually better able to handle and learn from constructive criticism than one who is not.
Self-regulation: A person with a high EQ can maturely reveal her emotions and exercise
restraint when needed. Instead of squelching her feelings, she expresses them with restraint
and control.
Motivation: Emotionally intelligent people are self-motivated. They're not motivated simply
by money or a title. They are usually resilient and optimistic when they encounter
disappointment and driven by an inner ambition.
Empathy: A person who has empathy has compassion and an understanding of human nature
that allows him to connect with other people on an emotional level. The ability to empathize
allows a person to provide great service and respond genuinely to others concerns.
People skills: People who are emotionally intelligent are able to build rapport and trust
quickly with others on their teams. They avoid power struggles and backstabbing. They
usually enjoy other people and have the respect of others around them.
Just as its important to seek new hires with emotional intelligence, its vital for managers and
other business leaders to operate in emotionally intelligent ways to meet the needs of todays
workers.
Many older workers started their careers at the same companies from which they retired. A
job, for many in older generations, was viewed simply as a vehicle for earning an income.

Today, however, most workers want more from their jobs than simply a paycheck. Younger
generations have seen that the traditional view didnt always work out, as theyve watched
their loyal older counterparts deal with rampant layoffs and workplace disappointments.
While the emotional needs of todays workforce may seem like a tall order for employers,
they're worth your attention. Investing in EQ has brought our company more engaged,
committed employees, and we'll continue to put a premium on this effort moving forward.
Many psychologists and experts in human behavior believe that a persons emotional
intelligence quotient (EQ) may be more important to success than the persons intelligence
quotient (IQ).
There are many valid definitions of emotional intelligence. We like to think about it as the
four quadrants of a two-by-two matrix. On one axis, we have Self and Others. On the
other axis, we have Understand and Influence. Well consider each quadrant below.
1. Understand yourself
Aristotle said that self-knowledge is the beginning of wisdom. Its true. You have to begin by
understanding what is going on in your own head. Do you understand what is driving your
emotions? If you are upset, blue, angry or happy, do you know why?
This may sound easy, but for many, its not. To change your world, you have to begin by
understanding why you are feeling the way youre feeling -- you have to understand yourself.

2. Influence yourself
This is your ability to modify your own behavior, as appropriate. Its your ability to be a selfstarter. Are you intrinsically motivated or do you require extrinsic motivation? Successful
people are able to set personal goals, map out a plan to achieve their goals and implement the
plan -- they are able to influence their own behavior positively.
3. Understand others
Understanding others is all about empathy -- your ability to comprehend what others are
feeling and why and to know how your words and actions will be received by those around
you. Without empathy, youll alienate people and never know why. It is very difficult to
succeed without understanding others.
4. Influence others
This is your ability to motivate people effectively. Your success and effectiveness will be
directly related to your ability to get people to do what you want them to do. This isnt
manipulation. Manipulation is influencing others in a way that benefits you, but may be bad
for them. Motivating others always creates a win-win. Successful people are able to influence
others in a way that benefits everyone.
Does emotional intelligence explain success in business? We would argue that success in
business is a function of four things: Your IQ (how smart you are), your prior experience
(including your education, work experience and training), the level of effort you put forth and
your emotional intelligence (as defined above).

Most organizations are quite good at assessing the first three. They can assess a persons IQ
by looking at the schools they went to, academic performance, standardized test scores, etc.
In fact, prospective employers can administer a pre-employment test to determine cognitive
capability in an area relevant to the job, and some do. Resumes lay out a prospective
employees prior experience. Employers use prior accomplishments and reference checks to
determine the level of effort that an employee is likely to exert.
Although companies often do a good job of assessing the first three elements, rarely do they
effectively assess emotional intelligence. It is not surprising that the one element of success
for which companies do not effectively screen is the one that differentiates performance.
Job candidates have to be strong on the other three dimensions to receive an offer. However,
emotional intelligence is most often not measured effectively. Therefore, candidates may be
weak on this dimension and still get the job. Unfortunately, this weakness will likely prevent
success. Although many ignore it, emotional intelligence is critical to a persons success in
business. The good news is that it can be measured and it can be improved.

CONCLUSION
Emotional intelligence contributes to successful relationships and careers. Deficiencies in
emotional intelligence can lead to mental and physical illnesses. Than with emotional
intelligence we can develop the soft skill and make a great and charm people. Then the
development of emotional intelligence make a personal achievement and make a better
organisation.

REFERENCES
1. Marcia Hughes, Henry L. Thompson,(2009). Handbook For Developing Emotional
And Social Intelligence. San Francisco, US :Pfeiffer.
2. Olivier Serrat, (2009) Understanding And Developing Emotional Intelligence(Kindle
Version), http://digitalcommons.ilr.cornell.edu/intl.
3. Travis Bradberry,(2011) Emotional Intelligence And Job Function, Talent Smart
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