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Three Models of Emotional Intelligence

Article · March 2017

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Iberkis Faltas
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 Iberkis Faltas, PhD (ABD)
Public Policy & Administration
Management & Leadership | Law & Policy
Certified Emotional Intelligence Psychometrician
Contact: ifaltas@ceipd.com

Three Models of Emotional Intelligence

Too often, the notion of emotional intelligence

in a professional environment makes many
break out in sweat, palpitations, a pounding
heart, start trembling, shaking really hard, with
shortness of breath, a chocking sensation, and
anxiety.
The reality is not near as bad as we think.
Emotional intelligence (EI) is a set of cognitive
and non-cognitive competencies, skills, and
abilities, directly and essentially connected to
the behaviors and actions of everyone, in every
field, including the actions of public
administrators, policymakers, managers, and
leader at any level of the organization
bureaucracy.
The three major models of EI—Goleman’s EI performance model, Bar-On’s EI competencies
model, and Mayer, Salovey, and Caruso’s EI ability model— resulted from decades of research,
analysis, and scientific investigations. Those EI models focused on the individual’s cognitive and
noncognitive competencies, skills, and abilities, with the purpose of understanding what
emotions drive human behavior.
According to Goleman, EI is an array of skills and competencies that contribute to the
performance of managers and leaders in the workplace. Those skills and competencies focus on
four capabilities: self-awareness, relationship management, self-management, and social
awareness. These four EI competencies are the foundation of twelves EI subscales that include
emotional self-awareness, emotional self-control, adaptability, achievement orientation, positive
outlook, influence, coaching and mentoring, empathy, conflict management, teamwork,
organizational awareness, and inspirational leadership.
According to Bar-On, EI is an arrangement of interconnected behavior driven by emotional and
social competencies that influence performance and behavior. Bar-On’s EI model focuses on five
EI scales: self-perception, self-expression, interpersonal, decision-making, and stress
management, and 15 subscales: self-regard, self-actualization, emotional self-awareness,
emotional expression, assertiveness, independence, interpersonal relationship, empathy, social
responsibility, problem-solving, reality testing, impulse control, flexibility, stress tolerance, and
optimism, driving human behavior and relationships.

4 March,
2017
 Iberkis Faltas, PhD (ABD)
Public Policy & Administration
Management & Leadership | Law & Policy
Certified Emotional Intelligence Psychometrician
Contact: ifaltas@ceipd.com

The last one, Mayer, Salovey, and Caruso, EI ability model focuses on perceiving understanding,
and managing emotions, and using that information to facilitate thinking, and guide our
decisions. Their EI framework emphases four branches of human abilities: perceiving emotions,
facilitating thought, understanding emotions, and managing emotions strive to enhance the
advancement of new intelligence and more intelligent method of building trusting relationships.
A closed analysis showed that in fact, EI touches and influences every aspect of our lives, from
driving our behavior, making decisions, solving conflicts, the way we feel about ourselves, how
we communicate with others, and how we manage everyday stress, to the way we perform in the
workplace, manage, and lead teams. EI influences every aspect of our personal and professional
development, helping us to advance, mature, and reach our goals.
In public administration, EI enhances and promote the type of human behavior that promotes
fairness, social justice, social balance, leadership, trust, respect, motivation, growth, and
excellence. EI improves and help us to build stronger relationships, influencing our senses, from
the way we perceive, to the way we think about the world around us.
It is extremely important to understand the distinctive characteristics between emotions and EI.
Emotion is a natural instinctive state of mind that derives from our current and past experiences
and situations. Emotions originate in our environment, circumstances, and knowledge, as well as
our moods, and relationships. Our feelings and experiences influence our emotions. Conversely,
EI is the ability, skill, and awareness to know, recognize, and understand those feelings, moods,
and emotions, and use them in a positive way. EI is learning how to manage feelings and
emotions, and use that information to behave and act, including making decisions, solving
problems, self-management, and leading others.
The Consortium for Research on Emotional Intelligence in Organizations focuses on the
advancement, research, and better practice of EI in organizational settings. Scholars in the
organization believe that EI competencies, skills, and abilities are essential to a healthy and
productive environment and behavior. Decades of academic research and scientific
investigations allow the scholars to validate that EI enhances productivity, satisfaction,
relationships, goals, and many other aspects of the individuals’ professional and personal life.
Further, scholars validated and highlighted that EI enhances self-esteem, well-being, as well as
professional and personal motivations. Academic research validated that EI competencies, skills,
and abilities hold the key to greater career success, which in current modernism comprises the
80% of employee success, distinguishing the best from the average.
All public servants, managers, leaders, policymakers, and executive management, regardless of
their professional fields and area of responsibility must learn EI capabilities. The knowledge and
awareness linked to EI will help them to have a better understanding of their constituents, as well
as a better control of their temper, frustrations, behavior, performance, and communication
methods.

4 March,
2017
 Iberkis Faltas, PhD (ABD)
Public Policy & Administration
Management & Leadership | Law & Policy
Certified Emotional Intelligence Psychometrician
Contact: ifaltas@ceipd.com

Goleman said: “people do not leave the company, people leave bad bosses.” I concur with his
statement. Keep it in mind when building your next team, writing your next policy, or
communicating with the person next to you.

4 March,
2017

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