As defined in “Why Emotional Intelligence Should Matter to Management,” emotional intelligence can be described as the ability to:
Question 13 options:
express emotions, regardless of what they are |
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lead from emotion rather than intellect |
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monitor one’s own and others’ emotions |
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disregard emotions in favor of logic |
As detailed in “Why Emotional Intelligence Should Matter to Management,” those who are optimists tend to attribute setbacks to
Question 14 options:
external causes. |
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internal causes |
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unchangeable situations. |
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universal situations. |
According to “The Science and Art of Managing,” a company puts in place a formal organization in order to
Question 15 options:
minimize individual misunderstandings of the company’s mission |
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satisfy legal requirements for incorporation |
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maximize its human and other resources |
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determine job descriptions and payment structures |
As stated in “The Science and Art of Managing,” the point at which a company’s managerial structure needs to be revised cannot be determined by rules; it must be determined by
Question 16 options:
circumstances |
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expansion |
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failures. |
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consensus |
As described in “Why Emotional Intelligence Should Matter to Management,” the emotional-intelligence (EI) model that corresponds most closely to the traditional IQ model is the:
Question 17 options:
emotional quotient (EQ). |
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emotional competency inventory (ECI). |
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learned optimism theory. |
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multifactor emotional intelligence scale (MEIS). |
According to “Why Emotional Intelligence Should Matter to Management,” Daniel Goleman’s research is distinct from other EI models in that it focuses on:
Question 18 options:
psychological adaptation. |
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work performance. |
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personality. |
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potential. |
13. Emotional intelligence is defined as the ability to manage or monitor one’s own and others’ emotions to adapt to a certain environment or achieve a specific goal
14. People with optimistic style blame setbacks on external causes and view them as isolated and temporary events
15. The existence of a formal organization is to facilitate the goal accomplishment ensuring that work is delegated in a clear manner to each individual to achieve the definite goals. Hence a formal organization minimize individual misunderstandings of the company’s mission
16. Circumstances
The company’s managerial structure is closely related to managerial and strategic planning in the decision making process. Managers make decisions in highly varying and fluctuating circumstances under uncertain risk conditions using knowledge about consequences, alternatives and possible outcomes. Hence the company’s managerial structure is determined by circumstances
17. Multifactor Emotional Intelligence Scale (MEIS) test is consistent or corresponds closely with the EI model comprising a series of problem-solving items that are emotion-based and ability-based IQ tests
18. Daniel Goleman’s model focuses on EI as an array or collection of skills and competencies (Personality – combination of qualities, characteristics, skills and competencies that make an individual character) that drive leadership performance. Hence Daniel Goleman’s research is distinct from other EI models in that it focuses on personality
As defined in “Why Emotional Intelligence Should Matter to Management,” emotional intelligence can be described as...
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