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Emotional Intelligence and skills
The well-known newspaper columnist in the prestigious New York Times bestselling author Daniel Goleman calls into the arena of organizational theory, the term "emotional competence" which refers to the sound management of emotions in the workplace, fostering an "emotional climate "adequate for successful performance. In the workplace it is accepted that the productivity depends on a workforce that is emotionally responsible.
The term "emotional competence" is derived from the theory developed by American scientists and psychologists Peter Salovey of Harvard University and John Mayer of the University of New Hampshire, called "Emotional Intelligence", which describes the emotional qualities that according to their assessments, are important for success, among which are: empathy, expression and understanding of feelings, control of our genius, independence, adaptability, empathy, the ability to solve problems interpersonal, perseverance, kindness and respect. It involves knowing and recognizing our own emotions and channel them properly manage, control, motivation, recognize and understand the emotions of others and cultivate relationships.
From the philosophical position posited "Know thyself," the practice of emotional intelligence is a better interaction between members of any human system, since it amplifies the "emotional tuning" through conscious understanding of the emotional aspects inevitably lie within them.
Emotional intelligence, released worldwide by Dr. Daniel Goleman through its books, has aroused enthusiasm justified because it allows us to enter a process of reflection about the importance of emotions in our daily work, and is in the family, friends or work, as noted by Shapiro (1997:25):
"The enthusiasm for the concept of emotional intelligence starts from the consequences for the upbringing and education of children, but extends to the workplace and virtually all human relationships and endeavors. Studies show that the same intelligence capabilities emotional result that their child be considered as an eager student by her teacher that is appreciated by his friends in the playground, will also help you in twenty years on the job or marriage. "
In addition, Emotional Intelligence has transcended the personal level and become part of the study of organizations and how they operate and develop in time to the sound management of emotions. It is necessary to reiterate that an organizational climate where interpersonal relationships are cracked by the inadequate handling of emotions by their members adrift in a work environment where they felt the frustration, disappointment, intolerance, discouragement and therefore the motivation and everyday items that erode painfully disastrous cohabitation in the organization.
Incorporation of Emotional Intelligence at organizational level is not new, as pointed out Cooper and Sawaf (1998:6) when they state:
"For several decades some of our best thinkers on leadership are recommending we keep the emotions in organizational life and learn to value and manage best, in ourselves and others."
This suggests that members of an organization and not only need to know their work, processes and procedures to carry out the technology and its proper use, the most appropriate management tools but also must possess skills that will enable " navigate in this sea of relationships that is the organization, building an "emotional climate" that permits the flow of all these human processes associated with the emotions that inevitably underlie those living entities who are the companies.
Following this, we can no longer rely solely on the capabilities of the intellect but, supported by emotion, exercise personal processes of leadership and management "emotionally intelligent", as quoted by Senge says Cooper and Sawaf (1998:8):
"Individuals with high levels of personal mastery ... can not afford to choose between reason and intuition, between head and heart, and would not choose to walk with one leg or see with one eye."
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