EMOTIONAL INTELLIGENCE QUESTIONNAIRE
EMOTIONAL INTELLIGENCEQUESTIONNAIREPersonal ReportJOHN SMITH 2017 MySkillsProfile. All rights reserved.
E Emotional Intelligence QuestionnaireIntroductionThe EIQ16 measures aspects of your emotional intelligence by asking you questions about yourunderstanding of emotions and feelings as well as your attitudes and reactions in various situations.Groups of questions relate to different aspects of emotional intelligence called emotionalcompetencies. It is the particular combination of emotional competencies possessed by a person thatcontributes to their uniqueness.Competencies are not the only influence on your individuality, however, as your personality, yourparticular talents, your interests, your values, your pattern of intellectual abilities, your life experienceand your current life situation also contribute to making you the person you are. Psychological tests donot measure the whole you which is why they need to be interpreted in the context of other informationabout you.Please bear the following points in mind as you consider the results from your assessment.First, your profile is based on what you have said about yourself through your responses to thequestionnaire so that what we are measuring here is your own perception of what you are like.Second, the results can also be affected by your strategy for answering the questionnaire - whetherthis was conscious or unconscious - for example, whether you were very frank, whether you were veryself-critical or whether you felt under pressure to convey a more than usually positive impression ofyourself.Third, this assessment is intended to help you clarify your view of yourself and help you to developand achieve personal growth. If you do not recognize yourself in the following pages, check what otherpeople think by taking views from bosses, peers and direct reports.Fourth, the report describes your level of competence in different areas of emotional intelligence bycomparing your responses against those of a large international comparison group of managers andprofessionals.Your results are reported on a 10-point scale known as the Standard Ten (Sten) scoring system. Thetable below indicates what different Sten scores mean and how they should be 5Higher than Competent415Low-average2Consider developing1-315Lower than average1ImproveSAMPLE REPORT2
E Emotional Intelligence QuestionnaireAssessment ScalesThe EIQ16 has 16 scales that measure different aspects of emotional intelligence.Self-analysisThis scale assesses the degree to which you are in touch with your feelings andemotions and notice when your mood changes.Analysis of othersThis scale measures the extent to which you pay attention to and identify otherpeople's feelings and emotions.Self-expressionThis scale assesses how far you pick up on emotional cues and can tell whensomething is wrong or when someone is trying to deceive you.DiscriminationThis scale indicates how far you are able to describe and communicate yourfeelings and emotions.ThinkingThis scale reflects the degree to which you follow your hunches and feelings andlet your feelings guide your thinking.JudgmentThis scale assesses the extent to which you allow your instincts and intuition toinfluence your judgments and decisions.SensitivityThis scale indicates the extent to which you are able to capitalize on moodchanges in a positive way to explore and analyze things.Problem solvingThis scale assesses the extent to which you use your own and other people'sfeelings and emotions to help solve problems.SymptomsThis scale measures your ability to recognize a range of common emotions - forexample, happiness, anger, fear, surprise, interest etc.CausesThis scale shows how far you understand the factors that lead people toexperience different feelings and emotions.ComplexityThis scale assesses the extent to which you understand complex feelings,emotional blends and contradictory states.TransitionsThis scale indicates the degree to which you are aware of and can anticipate howemotions progress and change.OpennessThis scale measures the extent to which you stay open to pleasant andunpleasant feelings to help manage situations and events.MonitoringThis scale assesses how far you are able to reflectively engage or ignore yourfeelings and emotions to help guide your actions.Self-controlThis scale assesses your ability to stay in control of your feelings and emotionswhen you are under pressure and stress.Managing othersThis scale indicates the degree you are able to manage other people's feelingsand emotions in a sympathetic manner.SAMPLE REPORT3
E Emotional Intelligence QuestionnaireEmotional IntelligenceOverall, you come out as Level 2 competence on emotional intelligence. Your responses to thequestionnaire suggest that the development of emotional skills and competencies has only been amoderately important driver for you up to now. Your total score is within the low average range of scores ofthe international comparison group. This indicates that EI is less likely to be one of your strengths. You areprobably the type of person who feels more comfortable dealing with facts and information rather thanfeelings and emotions. The remainder of the report describes your profile in more detail.Reading PeopleEmotional intelligence consists of four related abilities or competencies. The first of these is reading people- that is, identifying how you and those around you are feeling and being able to see how people are reallyfeeling even when they may be putting on an outward show. This cluster of abilities also covers the abilityto express emotions appropriately for the situation. A competent manager knows what people feel, will talkabout feelings and can show how they feel. Your responses indicate that you are as competent as theaverage person in reading people's feelings and emotions.Using EmotionsThis cluster of emotional competencies is about using feelings and emotions to guide your thoughts andbehavior. It means getting in the mood and using feelings and emotions to facilitate thinking, problemsolving and decision making. The ability to use emotions can help you identify different scenarios and giveyou a different and enhanced perspective on issues in work and family life. It will help you see the world indifferent ways and appreciate other people's points of view. A skillful manager can feel what others arefeeling and focuses on what's important when emotions are strong. Your responses indicate that you areless capable than the average person in this aspect of emotional intelligence. You should considerimproving your skills in this area.Understanding EmotionsUnderstanding emotions will help you predict how people will react to different situations. This cluster ofabilities is about developing a map of how emotions operate, about how one emotion can lead to anotherand result in a particular emotional state. It covers understanding the warning signs of emotional statessuch as boredom, apprehension and anger. When you possess an emotional map, you will be able to dealmore effectively with the ups and downs in your career and in your life. A competent manager knows howpeople will react to different situations and knows what to say and what to do to get the best fromthemselves and from other people. Analysis of your responses indicates that you are as competent as theaverage person in understanding feelings and emotions.Managing EmotionsYour emotions and other people's emotions are sources of information that along with rational and logicalinformation can help you make well-informed decisions. This cluster of abilities is about staying alert to yourown and other people's instincts, gut feelings and mood swings. It also covers the ability to manage yourown and other people's feelings and emotions in pressurized and stressful situations in order to maximizeyour own and other people's performance. A skillful manager connects with themselves and with otherpeople. He or she knows how to psych themselves and other people up or down appropriately for thesituation. You seem to be slightly less skilled than the average person in managing your own and otherpeople's feelings and emotions.Impression ManagementOur analysis of your results indicates that you seem to have generally responded to the questionnaire in acandid way.SAMPLE REPORT4
E Emotional Intelligence QuestionnaireREADING PEOPLESten12345 Self-analysis Analysis of others 78910 Self-expression6 Discrimination Reading peopleLowSkill level Average HighYour responses indicate that you are as competent as the averageperson in reading people's feelings and emotions.DESCRIPTION OF DIMENSIONSSelf-analysisYou are as aware of your own feelings and emotions as the averageperson.Analysis of othersYou don't seem to pay a lot of attention to other people's feelings andemotions.Self-expressionYou are as communicative and forthcoming about your feelings andemotions as the average person.DiscriminationYou can distinguish between real and fake emotions - for example, whensomeone is trying to manipulate you or deceive you.MANAGEMENT COMPETENCY IMPLICATIONSInteracting and presentingYour level of competence in reading people should help you communicateand network effectively; persuade and influence people; and, relate in aconfident and relaxed manner.Supporting andcooperatingYour level of competence in reading people should help you work withindividuals and teams, supporting people and showing respect andpositive regard.SAMPLE REPORT5
E Emotional Intelligence QuestionnaireUSING EMOTIONSSten1Thinking 2 JudgmentSensitivity3456 78910 Problem solvingUsing emotionsLowSkill levelAverageHighYour responses indicate that you are less capable than the averageperson in this aspect of emotional intelligence. You should considerimproving your skills in this area.DESCRIPTION OF DIMENSIONSThinkingYour thinking is not really influenced very much by your feelings andemotions.JudgmentYou do not seem to use instincts and intuition much in makingassessments, judgments and decisions.SensitivityYou have some knowledge about how to use mood changes to get differentperspectives on a situation.Problem solvingYou do not seem to use feelings and emotions to help generate ideasand solve problems.MANAGEMENT COMPETENCY IMPLICATIONSLeading and decidingYou will improve your ability to make decisions, take control and exerciseleadership by learning about how to use feelings and emotions in problemsolving and decision making.Creating andconceptualizingYou will improve your ability to handle situations and problems creatively bylearning how to use feelings and emotions in creative problem solving.SAMPLE REPORT6
E Emotional Intelligence QuestionnaireUNDERSTANDING EMOTIONSSten1234Symptoms CausesComplexity5 6 78910 Transitions Understanding emotionsLowSkill level Average HighAnalysis of your responses indicates that you are as competent as theaverage person in understanding feelings and emotions.DESCRIPTION OF DIMENSIONSSymptomsYour ability to identify basic emotions is as well developed as the averageperson's.CausesYour understanding of what causes different feelings and emotions is aswell developed as the average person's.ComplexityYou have a fair understanding of complex, mixed and contradictoryemotions.TransitionsYou seem to have a good understanding of how emotions change,develop and progress under different situations.MANAGEMENT COMPETENCY IMPLICATIONSOrganizing and executingYour competence in this aspect of emotional intelligence should help youaddress people issues when organizing and executing work activities.Analyzing and interpretingYour basic understanding of how emotions and feelings work should helpyou analyses the people side of management problems and issues.SAMPLE REPORT7
E Emotional Intelligence QuestionnaireMANAGING EMOTIONSSten12OpennessMonitoringSelf-control 35 4 678 910 Managing others Managing emotions LowSkill level AverageHighYou seem to be slightly less skilled than the average person in managingyour own and other people's feelings and emotions.DESCRIPTION OF DIMENSIONSOpennessYour ability to stay open to positive and negative emotions, both your ownand those of others around you, seems to be slightly less developed thanthe average person's.MonitoringYou seem to be slightly less capable than the next person of evaluatingemotional information and changing emotional gears when you need to.Self-controlYou have the ability to think clearly and stay focused when things gowrong or when you are under pressure.Managing othersYou seem to prefer to ignore rather than deal with people's emotions andfeelings.MANAGEMENT COMPETENCY IMPLICATIONSAdapting and copingDeveloping your ability to manage emotions will help you handle change,manage pressure and cope with setbacks.Enterprising andperformingDeveloping your ability to manage emotions will help you get results andachieve your personal work objectives.SAMPLE REPORT8
E Emotional Intelligence QuestionnaireNext StepsMost people don't need to completely change their style to work in a more emotionally intelligent andcompetent manner. The following kinds of modest changes have been suggested by experts in thefield of emotional intelligence and leadership.Try to understand what you do well, what motivates and satisfies you and what people and situationspush your buttons. Assess how your mood affects your behavior and performance. Seek feedback tocheck whether how you see yourself is the same as how other people see you.Observe people and listen to their conversations. Get to know people on a personal level and try tounderstand their perspectives and work well with them. Walk around your work environment andnotice what is happening. Put yourself in other people's situations and ask yourself what you would do.When things get difficult, give yourself time to digest difficult situations and sleep on things. Put yourimmediate needs on hold in favor of achieving larger goals. Give things an opportunity to work outbefore reacting, but don't allow things to fester. Be cautious about taking important decisions whenyou are experiencing a low or high mood. Use performance enhancement techniques such asbreathing techniques, visualization, and smiling and laughing to help manage pressure and lift yourmood.Try to use your feelings as a signal to understand what is going on, and balance emotionalconsiderations and facts when making decisions. Try to make your decisions transparent, and try to bereliable and genuine when you discuss your reasons for decisions.Displaying positive emotions such as enthusiasm and optimism can be a huge motivator. Convey toyour team the message that you know they can do it. It will raise their confidence and encourage themto work harder.Encourage people to think about new ways of doing things and come to you with ideas andsuggestions. When someone comes to you with ideas, think first about the positive aspects of theirproposals and try to respond with "yes and" instead of "no but". Engage people by asking them whatthey would do rather than by dictating solutions. People like to be involved in discussions anddecisions.Create space in your diary to find out about and pay attention to people's views and concerns. Becareful not to operate through only the best performers who will quickly be perceived as yourfavorites. Personally thank subordinates for their efforts - face-to-face communication is best butwritten notes and emails will also do.The next section provides further suggestions on things you might try to improve your emotionalcompetencies.SAMPLE REPORT9
E Emotional Intelligence QuestionnaireProfile ChartLowerScale12Average34Self-analysis Self-expression567 Recognizes feelings and emotions thatpoint to dishonesty or manipulation. Uses feelings and emotions to redirect orprioritize thinking.Uses feelings and emotions to facilitatejudgment and decision making. SensitivityProblem solvingExpresses emotions and needsappropriately for the situation. Capitalizes on mood changes toappreciate multiple points of view. Uses emotional states to facilitateproblem solving and creativity. Symptoms Complexity TransitionsCan spot the clues and warning signs ofcommon emotional states. Understands the root causes of positiveand negative emotions.Understands complex feelings andemotional blends Understands transitions among differentfeelings and emotions. Open to pleasant and unpleasantfeelings and emotions.Monitoring Monitors feelings and emotions andreflects on implications and meaning.Self-controlManaging others 234Reading people 567 8Appears to have responded in a candidand self-critical manner910Self-analysis, Analysis of others,Self-expression, DiscriminationThinking, Judgment, Sensitivity, Problemsolving UnderstandingemotionsManagingemotions Symptoms, Outcomes, Complexity,TransitionsKey FactorsUsing emotions Handles others' feelings and emotionssensitively and effectively.Knows how to control own feelings andemotions effectively. Impressionmanagement1 MD Managing emotionsOpennessUnderstandingEmotionsCauses Using emotionsJudgmentAnalyzes own emotions in differentsituations and states. 10 High Score MeaningRecognizes how others are feeling indifferent situations and states.Discrimination 9 Thinking8Reading peopleAnalysis of othersHigherOpenness, Monitoring, Self-control,Managing OthersSAMPLE REPORT10
E Emotional Intelligence QuestionnaireDevelopment AdviceKey AreaDimensionSuggestionKeep a mood diary recording your feelings andemotions at different points in the daySelf-analysisIdentify your ownfeelings and emotionsTry to spot when your mood changes and anticipatehow the change may affect your behaviorAssess how your own mood changes may haveinfluenced your performance and relationships over thepast monthLook around your work and home environment and takein what is going onAnalysis of othersIdentify other people'sfeelings and emotionsObserve people in and outside work, listen to theirconversations, and diagnose their feelings andemotionsAt critical points in a project, ask bosses, colleaguesand direct reports how they feel about thingsReading peopleIdentify and expressfeelings and emotionsExpress feelings and emotions to help build trust anddevelop warm and genuine relationshipsSelf-expressionExpress your ownfeelings and emotionsUse individual and team successes to express positiveemotions and say thank youShare anxieties and concerns with other people at workand at home rather than keeping things to yourselfLook for at least four signals suggesting the same thingbefore totally believing it (Rule of Four)DiscriminationIdentify false behaviorand deceptionIn high-stakes situations, analyses people's motivesand why they are taking certain positionsIf you have a bad feeling about someone, or somethingseems too good to be true, look for information tocorroborate or refute itSAMPLE REPORT11
E Emotional Intelligence QuestionnaireDevelopment Advice (cont.)Key AreaDimensionSuggestionProbe your own feelings and emotions to elicit yourunderling concernsThinkingUse feelings andemotions to help focuson key issues andconcernsSwitch emotional gears to identify the pros and cons ofdifferent options and approachesGet a range of perspectives by inviting others toexpress their feelings and emotionsInvite stakeholders to express views and feelings aboutdifferent optionsUsing emotionsUse feelings andemotions to facilitatethinking, problemsolving and decisionmakingJudgmentPlay in feelings andemotions to help reachjudgments anddecisionsListen to your feelings alongside other sources ofinformation and adviceDon't ignore bad feelings/anxiety about an option untilyou have information to refute itUse your positive moods to generate plans and ideasfor improvementSensitivityUse feelings andemotions to generateideas and possiblesolu
Emotional intelligence consists of four related abilities or competencies. The first of these is reading people - that is, identifying how you and those around you are feeling and being able to see how people are really feeling even when they may be putting on an outward show. This cluster of abilities also covers the ability
Emotional Intelligence and Leadership Emotional Intelligence and Management Emotional Intelligence and Perception Emotional Intelligence and Communication Conclusion Definition of Emotional Intelligence (EI) Emotional Intelligence- capacity to be Aware, Express & Control your Emotions, and handle interpersonal relationships Caringly and .
2.6.1 Emotional and Social Competency Inventory 51 2.6.2 Emotional Quotient Inventory 52 2.6.3 Mayer-Salovey-Caruso Emotional Intelligence Test 53 2.6.4 Trait Emotional Intelligence Questionnaire 54 2.7 EMOTIONAL INTELLIGENCE- RELATED STUDIES 55 2.8 EMOTIONAL INTELLIGENCE IN EDUCATION 58
Emotional Intelligence Based on the Five Domains of Emotional Intelligence found in Daniel Goleman’s book Emotional Intelligence. Emotional Intelligence is 60% of performance in all jobs. - Emotional Intelligence Quick Book 15% of success is technical knowledge, 85% is people skills
Ability-models versus mixed-models of emotional intelligence 49 Strengths and weaknesses in the three major views of emotional intelligence 50 Mayer and Salovey‟s view of emotional intelligence. 50 Bar-On‟s view of emotional intelligence. 51 Goleman‟s view of emotional intelligence. 53 Overarching reflections and conclusions 55 References 58
Trait Emotional Intelligence Questionnaire-Short Form (TEIQue-SF): Trait Emotional Intelligence Questionnaire- Short Form (Petrides et al., 2006) contains 30 items in 7-point Likert scale ranging from 1(completely disagree) to 7(completely agree). It‟s based on Trait Emotional Intelligence Questionnaire-long form (Petrides, 2001) containing
Emotional Intelligence 2.0 Travis Bradberry and Jean Greaves Thesis-1: Emotional intelligence is a key factor in people’s success. Thesis-2: There is no known connection between cognitive intelligence and emotional intelligence. Thesis-3: People can increase their emotional intelligence even though cognitive intelligence is set.
Reuven Bar-On: Emotional Quotient. Model of Emotional-Social Intelligence. Peter Salovey & John D. Mayer 1990: The Ability Model of Emotional Intelligence. Daniel Goleman 1995: Emotional Intelligence Theory. Theory of Performance. 1970 1990 The pioneers of emotional intelligence. Emotions and cognitions influence each other. The
utilize self-report measures of emotional intelligence. Bar-On’s model is measured using the Emotion Quotient Inventory (EQ-i) and Goleman’s model is measured using the Emotional Competency Inventory (ECI), the Emotional Intelligence Appraisal (EIA), and the Work Profile Questionnaire – Emotional Intelligence Version (WPQei).
