Emotional Intelligence (EI) Measure

An Emotional Intelligence (EI) Measure is a psychological measure of the ability to use emotion information to effectively guide an agent choices in emotion-bearing interactions.

• Context:
  • It can help determined an Emotionally Intelligent Agent (e.g. an EI person) from an Emotionally Unintelligent Agent.
  • It can (often) be a factor considered in Mental Health Assessments.
  • It can (often) be a part of Leadership Development Programs.
  • It can range from being an Other-Centric EI Measure to being an Self-Centric Internal EI Measure.
  • It can be composed of:
    • a Perceiving Emotions Test (the ability to perceive emotions in oneself and others as well as in objects, art, stories, music, and other stimuli.).
    • an Understanding Emotions Test (the ability to understand emotional information, to understand how emotions combine and progress through relationship transitions, and to appreciate such emotional meanings).
    • a Managing Emotions Test (the ability to be open to feelings, and to modulate them in oneself and others so as to promote personal understanding and growth.).
    • a Controlled Humor Test (the ability to connect in a lighthearted manner).
    • a Facilitating Thought Test (the ability to generate, use, and feel emotion as necessary to communicate feelings or employ them in other cognitive processes).
  • It can be a tool for Self-Improvement and Personal Growth.
  • …
• Example(s):
  • A Mayer-Salovery-Caruso Emotional Intelligence Test.
  • A Emotional Competence Inventory.
  • A Interpersonal Competence Measure.
  • …
• Counter-Example(s):
  • An OCEAN Personality Traits Test.
  • A Myers-Briggs Type Indicator.
  • An Intelligence Quotient Test.
• See: Big Five Personality Traits, Emotions, Social Environment, Incremental Validity, Personality Trait, Self-Awareness Measure.

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References

2023

• (Wang, Li et al., 2023) ⇒ Xuena Wang, Xueting Li, Zi Yin, Yue Wu, and Liu Jia. (2023). “Emotional Intelligence of Large Language Models.” In: arXiv preprint arXiv:2307.09042. doi:10.48550/arXiv.2307.09042
  • QUOTE: ... However, their alignment with human emotions and values, which is critical for real-world applications, has not been systematically evaluated. Here, we assessed LLMs' Emotional Intelligence (EI), encompassing emotion recognition, interpretation, and understanding, which is necessary for effective communication and social interactions. Specifically, we first developed a novel psychometric assessment focusing on Emotion Understanding (EU), a core component of EI, suitable for both humans and LLMs. ..

2019

• (Wikipedia, 2019) ⇒ https://en.wikipedia.org/wiki/emotional_intelligence Retrieved:2019-8-16.
  • Emotional intelligence (EI), emotional leadership (EL), emotional quotient (EQ) and emotional intelligence quotient (EIQ), is the capability of individuals to recognize their own emotions and those of others, discern between different feelings and label them appropriately, use emotional information to guide thinking and behavior, and manage and/or adjust emotions to adapt to environments or achieve one's goal(s).

    Although the term first appeared in a 1964 paper by Michael Beldoch, it gained popularity in the 1995 book by that title, written by author and science journalist Daniel Goleman. Since this time, EI, and Goleman's 1995 analysis, have been criticized within the scientific community, despite prolific reports of its usefulness in the popular press. Empathy is typically associated with EI, because it relates to an individual connecting their personal experiences with those of others. However, several models exist that aim to measure levels of (empathy) EI. There are currently several models of EI. Goleman's original model may now be considered a mixed model that combines what has since been modeled separately as ability EI and trait EI. Goleman defined EI as the array of skills and characteristics that drive leadership performance. The trait model was developed by Konstantinos V. Petrides in 2001. It "encompasses behavioral dispositions and self perceived abilities and is measured through self report". The ability model, developed by Peter Salovey and John Mayer in 2004, focuses on the individual's ability to process emotional information and use it to navigate the social environment.

    Studies have shown that people with high EI have greater mental health, job performance, and leadership skills although no causal relationships have been shown and such findings are likely to be attributable to general intelligence and specific personality traits rather than emotional intelligence as a construct. For example, Goleman indicated that EI accounted for 67% of the abilities deemed necessary for superior performance in leaders, and mattered twice as much as technical expertise or IQ. Other research finds that the effect of EI on leadership and managerial performance is non-significant when ability and personality are controlled for, and that general intelligence correlates very closely with leadership. Markers of EI and methods of developing it have become more widely coveted in the past decade.^{[by whom?]}In addition, studies have begun to provide evidence to help characterize the neural mechanisms of emotional intelligence. Criticisms have centered on whether EI is a real intelligence and whether it has incremental validity over IQ and the Big Five personality traits.

2015

• (Goleman, 2015) ⇒ Daniel Goleman. (2015). “How to Be Emotionally Intelligent.” In: The New York Times.
  • ... He (Daniel Goleman) shares his short list of the competencies.
    1. SELF-AWARENESS.
       • Realistic self-confidence: You understand your own strengths and limitations; you operate from competence and know when to rely on someone else on the team.
       • Emotional insight: You understand your feelings. Being aware of what makes you angry, for instance, can help you manage that anger.
    2. SELF-MANAGEMENT.
       • Resilience: You stay calm under pressure and recover quickly from upsets. You don’t brood or panic. In a crisis, people look to the leader for reassurance; if the leader is calm, they can be, too.
       • Emotional balance: You keep any distressful feelings in check — instead of blowing up at people, you let them know what’s wrong and what the solution is.
       • Self-motivation: You keep moving toward distant goals despite setbacks.
    3. EMPATHY.
       • Cognitive and emotional empathy: Because you understand other perspectives, you can put things in ways colleagues comprehend. And you welcome their questions, just to be sure. Cognitive empathy, along with reading another person’s feelings accurately, makes for effective communication.
       • Good listening: You pay full attention to the other person and take time to understand what they are saying, without talking over them or hijacking the agenda.
    4. RELATIONSHIP SKILLS
       • Compelling communication: You put your points in persuasive, clear ways so that people are motivated as well as clear about expectations.
       • Team playing: People feel relaxed working with you. One sign: They laugh easily around you.

2007

• (Mayer & Salovey, 2007) ⇒ John D. Mayer, and Peter Salovey. (2007). “Mayer-Salovery-Caruso Emotional Intelligence Test." Multi-Health Systems Incorporated,

2002

• (Mayer et al., 2002) ⇒ John D. Mayer, Peter Salovey, and David R. Caruso. (2002). “Mayer-Salovey-Caruso Emotional Intelligence Test: MSCEIT. Item Booklet." MHS,

1995

• (Goleman, 1995) ⇒ Daniel Goleman. (1995). “Emotional Intelligence: Why It Can Matter More Than IQ." Bantam,

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