One of the four major branches of emotional intelligence (according to John D. Mayer and Peter Salovey) is the ability to reflectively regulate or manage emotions. This applies to managing your own emotions rather than those of other people. According to research by this team, people who understand their own emotions and “are confident about their abilities to regulate their affect, seem to be able to repair their moods more quickly and effectively following failure.” [1]
There are two things about this finding that piqued by interest. Regulating one’s own emotions and repairing one’s own mood are basically the same ability. These two skills should be found in the same people. However, most people appear to regulate their emotions.
The person who manages their own emotions may appear to minimize disappointment, frustration and anger while still being as disturbed as the person who sulks and rants after their plans bite the dust. However, the first group is definitely more pleasant to be around. If you are naturally reserved and never exhibit much emotion, you may have been told to be more open, because people cannot read you. However, people may not really want to see your feelings on display.
Some people are experts are manipulating their own affect, Those who are able to mold their own emotions and create favorable impressions of themselves must work at this because remaining calm when others panic requires effort in learning this skill. However, controlling emotional expressiveness comes at a price. One of the costs seems to be less expertise in skills that require logic. Psychologists Dana Joseph (University of Central Florida) and Daniel Newman (University of Illinois) analyzed every study they could find on the connection between job performance and emotional intelligence. Interestingly, certain types of jobs are performed better by people who don’t read others emotions or regulate their own. In these positions, such as mechanic, scientist or accountant, people with higher emotional intelligence typically exhibited poorer performance.[2]
While it is a good idea to learn how to hide exhibits of anger. It is not necessarily a bad thing to show a lack of enthusiasm or empathy. In learning the emotional expressiveness that enables you to persuade others, you may be sacrificing just as important skills that are part of very necessary professions.
If you do any research on testing for Emotional Intelligence, you are likely to run into a couple of names repeatedly. One is Howard Gardner who came up with the idea that there are several types or modalities of intelligence.
Search on Google for information on how to be less confident, and over 90% of the hits will actually be explaining ways to increase your confidence. This does have its perks. According to research from Washington University overconfident managers are more likely to get promoted. Then, they are also more like to make investment decisions that hurt their companies.
Have you been a the position in which someone purported to be knowledgeable, or even an expert in an area gave you instructions that were impossible to follow once you got into the details… huge chunks of the process were missing or full of jargon with no real information. However, this person didn’t do it just once or twice, but so frequently you began to wonder if they plotted to destroy your reputation at work, or were just plain stupid. According to recent research on overconfidence there is a good chance that probably did not have as much knowledge in the field as you, but didn’t know it.
Did you ever wonder how researchers determine levels of confidence? Typically this research is perform using a population of college students volunteer to take part in psychological tests (sometimes a requirement for a psychology course). To measure confidence, students take a general knowledge test and estimate how well they did. Most of the students are not very accurate at guessing their performance on the tests. Typically 40-50% typically are over confident, and 30 to 40 % are under confident, and the small remaining percentage accurately estimate how well they have answered the questions.
Many researchers have duplicated the finding that women are more likely to show less confidence than men. Women are told if they want to make their mark in any field they need to believe in themselves and show confidence like men do.
One of the traits of leaders that make people want to follow them is that they exude confidence. They seem sure of themselves as if they know their way around and have a plan for where they are going. One of the traits that people dislike about their bosses is that they seem “sure of themselves.” According to 2014 Gallup poll, t
Transformational leadership is a theory based on leaders with a set of skills that inspire followers (typically employees) to value their contribution and therefore work harder. It seems like the perfect answer to increasingly competitive nature of business in a global community. But does it work out as well as it seems to in theory?
People of high charisma are not immune to personal attacks. When there is severe criticism or antagonism leveled at them, they may call on their skill to change the desires of their followers to match their own. Often the critical or antagonistic person is dealt with by the followers not the leader.
Stable personality traits are those which appear throughout most of life. As innate, or inborn traits they are already part of the personality in childhood and become notable characteristics or patterns of behavior in adulthood. However, a person’s perceived level of charisma does not seem to be stable. This is not necessarily because behaviors that increase your ability to influence others can be taught and practiced (similar to taking acting lesson). In studies in which managers were provided with this kind of coaching, changes occurred but these were minimal compared to the difference that already existed between the most and least charismatic people in the group.
Write about what? 