The Value Of Emotional Intelligence At Work


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Martin Seligman has developed a construct that he calls “learned optimism”. Optimists tend to make specific, temporary, external causal attributions while pessimists make global, permanent, internal attributions.  In research at Met Life, Seligman and his colleagues found that new salesmen who were optimists sold 37 percent more insurance in their first two years than did pessimists.  When the company hired a special group of individuals who scored high on optimism but failed the normal screening, they outsold the pessimists by 21 percent in their first year and 57 percent in the second.  They even outsold the average agent by 27 percent.

 

In another study of learned optimism, Seligman tested 500 members of the freshman class at the University of Pennsylvania.  He found that their scores on a test of optimism were a better predictor of actual grades during the freshman year than SAT scores or high school grades.

 

The ability to manage feelings and handle stress is another aspect of Emotional Intelligence that has been found to be important for success.  A study of store managers in a retail chain found that the ability to handle stress predicted net profits, sales per square foot, sales per employee, and per dollar of inventory investment.

 

Emotional Intelligence has as much to do with knowing when and how to express emotion as it does with controlling it.  For instance, consider an experiment that was done at YaleUniversity by Sigdal Barsade.  He had a group of volunteers play the role of managers who come together in a group to allocate bonuses to their subordinates.  A trained actor was planted among them.  The actor always spoke first.  In some groups the actor projected cheerful enthusiasm, in others relaxed warmth, in others depressed sluggishness, and in still others hostile irritability.  The results indicated that the actor was able to infect the group with his emotion, and good feelings led to improved co-operation, fairness, and overall group performance.  In fact, objective measures indicated that the cheerful groups were better able to distribute the money fairly and in a way that helped the organization.


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