Cary Cherniss (2000), “Emotional Intelligence: What It Is and Why It Matters”

📖 Overview

• This research-based working paper published by the Consortium for Research on Emotional Intelligence in Organizations (CREIO).

• It was one of the early academic works that clarified what emotional intelligence (EI) means, why it is important, and how it applies particularly to workplace performance and leadership.

• It built on earlier works by Salovey & Mayer (1990) and Daniel Goleman (1995, 1998) but emphasized organizational applications.

---

🔑 Key Points from Cherniss (2000)

1. Definition of Emotional Intelligence

   • EI is the ability to monitor one’s own and others’ emotions, to discriminate among them, and to use emotional information to guide thinking and behavior.

   • It is different from IQ or technical skills — it focuses on the emotional and social competencies that drive performance.

2. Why EI Matters in the Workplace

   • Technical skills and IQ get people hired, but emotional intelligence often determines who succeeds long-term.

   • Leaders with high EI inspire trust, loyalty, and motivation in their teams.

   • Poor EI (e.g., inability to manage anger, lack of empathy) can derail even technically brilliant employees.

3. Four Domains of EI Competence (aligned with Goleman’s model):

   • Self-Awareness → Recognizing emotions and their impact.

   • Self-Management → Controlling impulses, adapting, staying positive under stress.

   • Social Awareness → Empathy, organizational awareness.

   • Relationship Management → Influence, conflict management, collaboration, teamwork.

4. Organizational Impact

   • Companies that develop EI in leaders and employees tend to:

     • Improve teamwork and collaboration.

     • Enhance decision-making under pressure.

     • Reduce workplace conflict and turnover.

     • Increase performance and adaptability in changing environments.

5. Development of EI

   • Unlike IQ, which is relatively stable, emotional intelligence can be developed and strengthened through training, feedback, and reflective practice.

   • Cherniss highlighted strategies like coaching, mentoring, and experiential learning.

---

📑 Significance

• Cherniss’ paper became a key academic source to legitimize EI in organizational psychology and management studies.

• It bridged the gap between popular works (like Goleman’s books) and academic research, providing evidence that EI contributes to leadership effectiveness and organizational success.

• Today, it’s still widely cited in HR, leadership, and organizational development literature.

---

✅ In short:
Cherniss (2000) argued that emotional intelligence is a critical success factor in organizations, often more important than raw intelligence or technical expertise — and unlike IQ, it can be learned and improved.

#blog #blogger #kembarainsan #eq #iq 

🌴 Hana and the Crisis at the Palm Oil Mill 🌴

One humid afternoon in the heart of Sabah, Hana’s palm oil mill came to a sudden halt. A boiler malfunction triggered alarms across the plant — production was at risk, and so were the workers’ safety.

Panic began to spread among her team. Some shouted, others froze, while a few quietly feared the worst. As the young plant manager, all eyes turned to Hana.

At that moment, she remembered something deeper than technical knowledge: the power of emotional intelligence.

1️⃣ Self-Awareness
Hana recognized her own fear. Her heartbeat was racing, but she whispered to herself: “If I panic, they panic.” That awareness allowed her to stay grounded¹.

2️⃣ Self-Regulation
Instead of reacting harshly, she took a deep breath and spoke calmly: “Everyone, safety first. Shut down the lines step by step — no rushing.” Her steady tone replaced panic with discipline².

3️⃣ Motivation
She reminded the team: “We’ve solved bigger problems before. This is our chance to prove our strength again.” Her optimism reignited their spirit³.

4️⃣ Empathy
Hana noticed a young technician trembling near the control panel. She put a reassuring hand on his shoulder: “I know this is scary, but I trust you. Follow the checklist, you’re not alone.” His confidence returned⁴.

5️⃣ Social Skills
Coordinating across departments, she assigned clear roles: maintenance to secure the boiler, safety officers to monitor pressure, and operators to control flow. Communication became their lifeline⁵.

After hours of coordinated effort, the crisis was contained. Production losses were minimized, and most importantly — no one was hurt.

That evening, as the sun set behind Mount Kinabalu, Hana gathered her exhausted team.
She didn’t talk about output or numbers. Instead, she said:

“Today, we didn’t just manage a mill. We managed ourselves. That’s real leadership.”

And her team knew — in every challenge ahead, Hana’s emotional intelligence would be their greatest asset.

---

📑 Footnotes

1. Goleman, D. (1998). Working with Emotional Intelligence. Bantam Books. ↩

2. Cherniss, C. (2000). Emotional intelligence: What it is and why it matters. Consortium for Research on Emotional Intelligence in Organizations, 1–13. ↩

3. Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1), 68–78. ↩

4. Salovey, P., & Mayer, J. D. (1990). Emotional intelligence. Imagination, Cognition and Personality, 9(3), 185–211. ↩

5. Boyatzis, R. E., & Sala, F. (2004). The emotional competence inventory (ECI). In G. Geher (Ed.), Measuring emotional intelligence (pp. 147–180). Nova Science Publishers. ↩

#danielcoleman #eq #iq #manager #blog #blogger #kembarainsan #engineer #writer #book #reader #leader

🌿 Hana and the Power of Emotional Intelligence

The Crisis at the Palm Oil Mill

It was a sweltering afternoon when the palm oil mill’s boiler suddenly tripped. Alarms echoed, operators rushed, and panic filled the control room. For a moment, all eyes turned to Hana, the mill manager.

This was the test of her leadership — not just her engineering skills, but her emotional intelligence [1].

---

1. Self-Awareness

Hana felt her heart racing, fear bubbling inside. She took a deep breath.

“Yes, I’m anxious,” she admitted to herself silently, “but if I let fear show, the team will lose confidence.”

By recognizing her emotions, she prevented herself from reacting impulsively [2].

---

2. Self-Regulation

Instead of shouting or blaming, Hana calmly instructed:

“Check the drum water level. Monitor the safety valve. No one panic.”

Her steady tone helped the operators settle. The situation was tense, but she maintained discipline — like a boiler blowdown that releases just enough pressure without causing damage [3].

---

3. Motivation

Even when the problem dragged late into the night, Hana didn’t give up.

“We will restart safely, no shortcuts,” she told her tired team.

Her drive wasn’t just about protecting production targets — it was about protecting lives and building trust [4]. The team saw her resilience and followed her lead.

---

4. Empathy

During a short break, Hana noticed one young technician trembling. He was new, clearly overwhelmed.

She sat beside him:

“I know this is frightening. I was in your shoes once. Don’t worry, you’re not alone — we’ll fix this together.”

The technician’s shoulders relaxed. Her empathy gave him courage to continue [5].

---

5. Social Skills

Once the boiler was stabilized and operations resumed, Hana gathered her team.

She didn’t just give technical instructions. She spoke about teamwork, lessons learned, and gratitude:

“Tonight, we didn’t just save the mill. We proved that we are stronger together.”

Her ability to inspire turned a crisis into a bonding moment [6].

---

🌟 The Lesson

Later, standing outside the mill with the night breeze carrying the smell of palm fruit, Hana reflected:

“Engineering knowledge kept me in this role, but emotional intelligence kept us safe tonight.”

She realized that true leadership wasn’t just about managing machines — it was about managing emotions, relationships, and trust [7].

And in that moment, Hana understood why emotional intelligence matters more than IQ [8].

---

📚 References / Footnotes

1. Goleman, D. (1995). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books.
2. Salovey, P., & Mayer, J.D. (1990). Emotional Intelligence. Imagination, Cognition and Personality, 9(3), 185–211.
3. Cherniss, C. (2010). Emotional Intelligence: Toward Clarification of a Concept. Industrial and Organizational Psychology, 3(2), 110–126.
4. Ryan, R.M., & Deci, E.L. (2000). Self-Determination Theory and the Facilitation of Intrinsic Motivation, Social Development, and Well-Being. American Psychologist, 55(1), 68–78.
5. Boyatzis, R.E., & McKee, A. (2005). Resonant Leadership: Renewing Yourself and Connecting with Others Through Mindfulness, Hope, and Compassion. Harvard Business School Press.
6. Kouzes, J.M., & Posner, B.Z. (2017). The Leadership Challenge. Wiley.
7. George, J.M. (2000). Emotions and Leadership: The Role of Emotional Intelligence. Human Relations, 53(8), 1027–1055.
8. Goleman, D. (1998). Working with Emotional Intelligence. Bantam Books.

#blog #blogger #kembarainsan #eq #emotionalqualify

Strengthen your EQ with this skills

 

1. Active listening - Listen to understand, not to respond. Be able to restate someone's point so they say, "Yes, exactly"
2. Appreciation - Validate people and make sure they feel recognized and appreciated. Don't withhold credit or try to take it for yourself
3. Emotional Control - Take a step back in charged situations to maintain composure. Pause before speaking defensive 
4. Self-Awareness - Work to understand how your actions are perceived. If you are unsure, ask someone you trust how you're coming off. 
5. Adaptability - Change your approach when circumstances change. Be open to new ways when others have ideas.
6. Conflict Resolution - Dont shay away from difficult situations. Lean into conflict, looking for a peaceful path forward. 
7. Awareness of others - Pay attention to others' reactions, body language and mood. Adjust your approach based on that feedback.
8. Influence - Work to understand others' motivations and desires before pushing your own. Dont try to dictate or coerce. 
9. Motivation - Take initiative on your own, finding strength within. Avoid relying only on external encouragement or validation.
10. Empathy - Seek to understand how a person is really feeling. Ask! don't make assumptions or project your own feelings.
11. Feedback - Give and asl for direct honest feedback. Dont avoid this in an effort to be nice - keeping people in the dark is NOT nice.
12. Collaboration - Work well with others, sharing info, ideas and credit. Ask about their needs, input and desires.

Type of Emotion