Emotional intelligence is defined as a person's self-awareness, self-confidence, self-control, commitment and integrity, and a person's ability to communicate, influence, initiate change and accept change (Partnering Intelligence Inc.). It has an enormous impact on the workplace. Empirical studies have shown strong evidences that establish enormous impact of high emotional intelligence on workplace. Strong leadership is often attributed to high emotional intelligence. Because of the new demands such as involvement, autonomy and freedom, opportunity for growth, challenge and glory, and inclusion and team spirit leaders have to meet, emotional intelligence have been increasingly important.
Keywords: linguistic intelligence, spatial intelligence, musical intelligence, kinesthetic intelligence, logical intelligence, naturalistic intelligence, interpersonal intelligence, intrapersonal intelligence
[...] Because of this, realization of the need of a partner has occurred. You have to be willing, ready and able for the partnership. And after knowing the needs of your partner, agreement comes in. Initiating involves setting an activity and building trust. In this stage, plan of activities is determined as well as the expected outcomes and task agreements. You have to make sure that everyone understands and agrees into the visions and goals set. Committing involves the determination of long-term viability and commitment. [...]
[...] PQ (Partnership Quotient) Assessment was developed in 1998 by a team of organizational professionals and psychologist from Minnesota, Canada, and Florida. The Psychometrics was conducted by researchers at the University of St. Thomas (Minnesota). And the statistical validation was completed at Carlson School of Management at the University of Minnesota. At present, it is taken by more than 30,000 people worldwide. PQ can be developed over time. It explores the process of developing partnerships. Because most organizations nowadays have increased their reliance on partnerships in accomplishing their goals, partnering intelligence is inevitable. [...]
[...] Win-win orientation can be improved by talking about the conflict, moving from persons to issues, prioritizing what you need out of the conflict, knowing your own conflict style as well as observing others, and ending actions when everyone gets emotional. Comfort with change can be improved by knowing your own change style as well as recognizing others' styles, determining the reason for your resistance to change, making a plan to help you manage the change event, rewarding yourself and celebrating when the event is over. [...]
[...] The success or failure of the alliance formed is dependent on people's skills and abilities to develop trusting relationships while accomplishing mutually beneficial objectives. The Partnership Continuum was developed as a system because of its holistic approach of what is required to build successful partnerships. By understanding the stages of the partnership continuum, we can understand the various relationships between these stages and the specific influence each stage brings to bear on the whole process and its outcome. Partnerships, like the human bodies, are systems, rather than simply parts. [...]
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