Fluent Essays

GETTING STARTED In this week’s devotion, we will consider author Steve Brown’s (2015) next “bungee” from which we should unhook: fear. A reading of the Scriptures quickly reveals that many prominent figures dealt with fear: the apostle Paul who wrote about “conflicts on the outside, fears within (2 Corinthians 7:5(new tab) ); Abraham who lied to the Pharaoh of Egypt about his wife, Sarah, telling him that she was his sister because he feared for his life (Genesis 12(new tab) ); Peter, one of Jesus’ disciples, who lied three times about knowing Jesus, in fear for his life (Luke 22(new tab) ). While there are fears that are natural and useful (such as knowing better than to get too close to a dangerous animal), there are fears that represent significant spiritual bungee cords in that they represent fear that opposes trust in God. Such fears may lead to worry, anxiety, workaholism arising from fear of failure, even paralysis of emotions and actions. A common reason for many people is the fatigue that results from the challenges and pressures of daily life. Jesus addressed this in Matthew 11:28(new tab)  when he said, “Come to me, all you who are weary and burdened, and I will give you rest.” Brown (2015) offers five practices that often help alleviate fear:  “Rest – Fear is often magnified when we are weary. Simply getting some deep sleep can bring greater stamina and a renewed perspective. Identify Your Fears – Name your fears. By simply identifying and naming them, you bring the fear into the light and break some of the power. Confess and Choose to Trust – Confess the specific fear or disbelief to God and ask forgiveness where fear has replaced trust. Then, by God’s grace, choose to trust God in that specific area. Know Your Buttons – Are there specific situations or people that press your fear buttons? Once you identify your fear buttons, you can be proactive and better prepared. Get to the Roots – Fear can be rooted in disbelief or distortion of God’s character, our own lack of skills, limited experience, misinformation, spiritual attack, lack of perspective, or past trauma. A trusted mentor, experienced spiritual friend or godly counselor often can be a significant help in addressing the root causes of fear.” While fear is common, we should not permit it to have control over our thinking, our decisions, our emotions, or our behaviors. The key is Who we trust and Psalm 20:7(new tab)  speaks to that: “Some trust in chariots and some in horses, but we trust in the name of the Lord our God” (Brown, 2015, p. 64). INSTRUCTIONS 1. Review the information in the Getting Started section.  2. Write a half-page reflection paper (Word document) that shares your thoughts/perspectives on how inappropriate fears may create obstacles for you, spiritually, personally, and/or professionally. Then, use a Bible or internet search engine to locate two different Bible passages that address the topic of fear in ways that may be helpful in allaying the fears about which you wrote. GETTING STARTED In this week’s devotion, we will consider author Steve Brown’s (2015) next “bungee” from which we should unhook: fear. A reading of the Scriptures quickly reveals that many prominent figures dealt with fear: the apostle Paul who wrote about “conflicts on t he outside, fears within ( 2 Corinthians 7: 5 (new tab) ); Abraham who lied to the Pharaoh of Egypt about his wife, Sarah, telling him that she was his sister because he feared for his life ( Genesis 1 2 (new tab) ); Peter, one of Jesus’ disciples, who lied three times about knowing Jesus, in fear for his life ( Luke 2 2 (new tab) ). While there are fears that are natural and useful (such as knowing better than to get too close to a dangerous animal), there are fears that represent sig nificant spiritual bungee cords in that they represent fear that opposes trust in God. Such fears may lead to worry, anxiety, workaholism arising from fear of failure, even paralysis of emotions and actions. A common reason for many people is the fatigue t hat results from the challenges and pressures of daily life. Jesus addressed this in Matthew 11:2 8 (new tab) when he said, “Come to me, all you who are weary and burdened, and I will give you rest.” Brown (2015) offers five practices that often help alleviate fear: “Rest – Fear is often magnified when we are weary. Simply getting some deep sleep can bring greater stamina and a renewed perspective. Identify Your F ears – Name your fears. By simply identifying and naming them, you bring the fear into the light and break some of the power. Confess and Choose to Trust – Confess the specific fear or disbelief to God and ask forgiveness where fear has replaced trust. The n, by God’s grace, choose to trust God in that specific area. Know Your Buttons – Are there specific situations or people that press your fear buttons? Once you identify your fear buttons, you can be proactive and better prepared. Get to the Roots – Fear c an be rooted in disbelief or distortion of God’s character, our own lack of skills, limited experience, misinformation, spiritual attack, lack of perspective, or past trauma. A trusted mentor, experienced spiritual friend or godly counselor often can be a significant help in addressing the root causes of fear.” While fear is common, we should not permit it to have control over our thinking, our decisions, our emotions, or our behaviors. The key is Who we trust and Psalm 20: 7 (new tab) speaks to that: “Some trust in chariots and GETTING STARTED In this week’s devotion, we will consider author Steve Brown’s (2015) next “bungee” from which we should unhook: fear. A reading of the Scriptures quickly reveals that many prominent figures dealt with fear: the apostle Paul who wrote about “conflicts on the outside, fears within (2 Corinthians 7:5(new tab)); Abraham who lied to the Pharaoh of Egypt about his wife, Sarah, telling him that she was his sister because he feared for his life (Genesis 12(new tab)); Peter, one of Jesus’ disciples, who lied three times about knowing Jesus, in fear for his life (Luke 22(new tab)). While there are fears that are natural and useful (such as knowing better than to get too close to a dangerous animal), there are fears that represent significant spiritual bungee cords in that they represent fear that opposes trust in God. Such fears may lead to worry, anxiety, workaholism arising from fear of failure, even paralysis of emotions and actions. A common reason for many people is the fatigue that results from the challenges and pressures of daily life. Jesus addressed this in Matthew 11:28(new tab) when he said, “Come to me, all you who are weary and burdened, and I will give you rest.” Brown (2015) offers five practices that often help alleviate fear: “Rest – Fear is often magnified when we are weary. Simply getting some deep sleep can bring greater stamina and a renewed perspective. Identify Your Fears – Name your fears. By simply identifying and naming them, you bring the fear into the light and break some of the power. Confess and Choose to Trust – Confess the specific fear or disbelief to God and ask forgiveness where fear has replaced trust. Then, by God’s grace, choose to trust God in that specific area. Know Your Buttons – Are there specific situations or people that press your fear buttons? Once you identify your fear buttons, you can be proactive and better prepared. Get to the Roots – Fear can be rooted in disbelief or distortion of God’s character, our own lack of skills, limited experience, misinformation, spiritual attack, lack of perspective, or past trauma. A trusted mentor, experienced spiritual friend or godly counselor often can be a significant help in addressing the root causes of fear.” While fear is common, we should not permit it to have control over our thinking, our decisions, our emotions, or our behaviors. The key is Who we trust and Psalm 20:7(new tab) speaks to that: “Some trust in chariots and DUE SEPTEMBER [email protected]:59PM GETTING STARTED In a TedTalk on emotional intelligence, Ramona Hacker offered the following questions and insights: “What is it this mysterious emotional intelligence? When most people think of it, they stop at the term ‘emotional.’ What do you connect to it? It’s crucial to differentiate between emotional and the value that emotional intelligence can have because emotional intelligence is something fundamentally different. It’s the ability to identify and manage your emotions and those of others. And it includes three skills: · First, emotional awareness - empathy towards others but also towards the self. · Second, the ability to harness emotions and apply them to tasks like problem-solving. · And third, the ability to manage emotions which includes regulating your own emotions but also calming down or cheering up other people. As we may see by this contrast, very emotional people do not necessarily or automatically have high emotional intelligence, because they may only display their emotions freely without thinking about or knowing why they have them.” In this week’s discussion forum, we will consider various scenarios that involve emotional intelligence in the workplace and share examples of EQ strengths as well as areas for improvement. Begin by reading the two assigned articles  "What makes a leader?"(PDF document)  and “ Emotional Intelligence in Leadership(new tab) ” and viewing the Daniel Goleman video “ Strategies to become more emotional intelligent(new tab) ”. BACKROUND INFORMATION This discussion forum is shaped by an activity provided by PositivePsychology.com(new tab) : Please review each of the seven following scenarios. Choose one with which you can readily identify as something you practice or are mindful of trying to practice in the workplace, then write a paragraph about your particular situation and how you use emotional intelligence. Then, choose one of these seven scenarios that you feel has room for improvement and write a paragraph describing a situation that illustrates your reason for your choice. “We know that high EI/EQ in the workplace is an advantage, but how do we know it when we see it? What does it look like? Here are some good examples of high vs. low EI/EQ at work from emotional intelligence coach Ush Dhanak:  1. An Upset Employee Finds a Compassionate Ear We all get moody sometimes, even at work. How a person deals with her coworkers or employees when they are having a bad day is a good indication of her EI/EQ level. If she doesn’t even notice the moodiness, ignores the employee, exacerbates the bad mood, or criticizes the employee and tells them to “snap out of it,” she probably has low EI/EQ. If, on the other hand, she notices that something’s up, offers her employees compassion and understanding, and tries to cheer the employee up or distract them from their woes, that’s a great indicator that she has high EI/EQ. 2. People Listen to Each Other in Meetings Unfortunately, not all meetings are positive and productive; sometimes meetings can devolve into everyone talking at once, no one offering any input at all, or-worst of all-shouting and heated arguments. If an employee contributes to any of the above in a meeting, he is displaying low emotional intelligence. If he allows others to have their say, listens attentively and refrains from interrupting others, and gently but effectively keeps everyone on task, he is probably high in EI/EQ. 3. People Express Themselves Openly A person who is comfortable speaking up about things that are important, and is just as comfortable listening to others talk about their own opinions, is showing high workplace EI/EQ. She is probably also adept at expressing her own emotions in an appropriate way and accepting of others who express their own emotions. A person who keeps things bottled up or gets upset when others disagree with her at work is likely low in emotional intelligence. She might spar with her coworkers about their opinions or, conversely, expect everyone to simply keep all emotions and opinions to themselves. 4. Most Change Initiatives Work If a workplace is generally high in emotional intelligence, likely change is handled well. Change initiatives likely are taken seriously and carried out in earnest. Alternatively, workplaces with low emotional intelligence are resistant to change, fail to put in the effort necessary to make change initiatives succeed, or even actively sabotage them. Additionally, poorly thought-out initiatives indicate that the leadership team is low in EI/EQ and does not understand how their proposed changes will affect their employees. 5. Flexibility A workplace that offers flexibility and understanding of the complex, busy lives of organization members is one that is probably high in EI/EQ. Leaders who accept that people have different needs and offer ways to work smarter are displaying a good sense of emotional intelligence. Leaders who refuse to allow their employees flexibility and hold strictly to the way things have always been done (when there is no need to do so) are showing signs of low emotional intelligence. 6. People Have the Freedom to Be Creative Similarly, workplaces that allow their employees the opportunity to be creative and innovative are high in EI/EQ. Giving people the chance to practice their creativity and think outside the box is not only a welcome gesture for employees, but it’s also a smart move for the workplace. Workplaces that make their employees stick to strict policies and procedures (again, when there is no need for such strictness) are low in EI/EQ. Not understanding the value of creativity and the need employees have to be imaginative and invested in their work is a hallmark of low EI/EQ. 7. People Meet Out of Work Time Finally, a good sign of emotional intelligence in the workplace is when organization members meet outside of the workplace. Organizations where employees enjoy happy hours, having lunch together or other social activities indicate that there is a high level of EI/EQ present. Workplaces that don’t feature such strong bonds and those in which employees do not spend any non-working time together are likely low in EI/EQ. When people are emotionally intelligent, they tend to get along and see the value in investing their time and energy into workplace relationships, but people low in EI/EQ are generally not interested in building quality relationships(new tab)  with their peers.” INSRUCTIONS 1. Review the information in the Getting Started and Background Information sections. 2. In your initial discussion post (250–300 words), please see the Background Information above for details about what you will address in your posting.  3. Be sure to incorporate at least two additional sources beyond assigned material in this course. All postings should be thoughtful, but succinct. Please remember to cite your work where appropriate (APA, 7th ed.). DUE SEPTEMBER [email protected]:59PM GETTING STARTED In a TedTalk on emotional intelligence, Ramona Hacker offered the following questions and insights: “What is it this mysterious emotional intelligence? When most people think of it, they stop at the term ‘emotional.’ What do you connect to it? It’s crucial to differentiate between emotional and the value that emotional intelligence can have because emotional intelligence is something fundamentally different. It’s the ability to identify and manage your emotions and those of others. And it includes three ski lls: · First, emotional awareness - empathy towards others but also towards the self. · Second, the ability to harness emotions and apply them to tasks like problem - solving. · And third, the ability to manage emotions which includes regulating your own emotions but also calming down or cheering up other people. As we may see by this contrast, very emotional people do not necessarily or automatically have high emotional intelligence, because they may only display their emotions freely without thinking about or kno wing why they have them.” In this week’s discussion forum, we will consider various scenarios that involve emotional intelligence in the workplace and share examples of EQ strengths as well as areas for improvement. Begin by reading the two assigned articl es "What makes a leader?" (PDF document) and “ Emotional Intelligence in Leadership (new tab) ” and viewing the Daniel Goleman video “ Strategies to become more emotional intelligent (new tab) ”. DUE SEPTEMBER [email protected]:59PM GETTING STARTED In a TedTalk on emotional intelligence, Ramona Hacker offered the following questions and insights: “What is it this mysterious emotional intelligence? When most people think of it, they stop at the term ‘emotional.’ What do you connect to it? It’s crucial to differentiate between emotional and the value that emotional intelligence can have because emotional intelligence is something fundamentally different. It’s the ability to identify and manage your emotions and those of others. And it includes three skills:  First, emotional awareness - empathy towards others but also towards the self.  Second, the ability to harness emotions and apply them to tasks like problem-solving.  And third, the ability to manage emotions which includes regulating your own emotions but also calming down or cheering up other people. As we may see by this contrast, very emotional people do not necessarily or automatically have high emotional intelligence, because they may only display their emotions freely without thinking about or knowing why they have them.” In this week’s discussion forum, we will consider various scenarios that involve emotional intelligence in the workplace and share examples of EQ strengths as well as areas for improvement. Begin by reading the two assigned articles "What makes a leader?"(PDF document) and “Emotional Intelligence in Leadership(new tab)” and viewing the Daniel Goleman video “Strategies to become more emotional intelligent(new tab)”. GETTING STARTED For decades, scientists and other researchers have focused primarily on intelligence--usually measured through IQ tests--as the most significant predictor of success. However, there are forms of intelligence that a traditional IQ test cannot measure. In more recent years, psychologists have begun to understand that emotional intelligence is as important as other kinds of intelligence. Some have even argued that emotional intelligence is a better predictor of success than general intelligence. Some studies indicate that people with high emotional intelligence are better-equipped at negotiating, winning favor, making friends, and influencing others. Like other forms of intelligence, your emotional IQ is not a static trait. By learning your weaknesses and building upon your strengths, you can work toward greater emotional intelligence. Especially for people with low emotional intelligence, it can be challenging to know what areas need improvement, and this test provides you with a completely private opportunity to learn about traits you might want to work on. It can be painful to examine your social weaknesses, especially because many people have been bullied or mistreated for lacking certain social skills. Nevertheless, by answering questions honestly, you may be able to learn more about your strengths and weaknesses. If you are not sure about the answer to a question on this test, think about your previous social interactions or ask a friend or family member what they think. Oftentimes it is easier to think about our social behavior when we put it in a specific context.”  (Emotional Intelligence Test, 2021) Begin this assignment by reviewing the two assigned articles "What makes a leader?"(PDF document)  and “Emotional Intelligence in Leadership(new tab) ” and viewing the Daniel Goleman video “Strategies to become more emotional intelligent(new tab) ”. INSTRUCTIONS 4. Review the information in the Getting Started and Background Information sections as well as the assigned readings and video after taking the EQ Assessment. 5. Use the EQ Test full report to write a two-page reflection paper (500–600 words in a Word document) by the end of the Workshop that reports your results from the EQ assessment. Reflect upon your key observations as to how your level of EQ influences you as a leader and what you have learned that could be implemented in ways that enhance your effectiveness as a leader. Which areas of EQ did your report suggest are strengths, and which areas did the report suggest that you work to improve? 6. Inasmuch as this is a reflection paper, first-person voice is acceptable. No additional sources are required, as well. 7. When you have completed your assignment, submit a copy by using the Assignment submission page of Brightspace. The assignment is due by the end of the workshop week. 8. All papers are to be written in accordance with APA Guidelines (7th ed.) including format guidelines. Papers must be logical, well organized, grammatically correct, and have correct spelling and sentence structure.  Write in complete paragraphs of at least three sentences in length. GETTING STARTED For decades, scientists and other researchers have focused primarily on intelligence -- usually measured through IQ tests -- as the most significant predictor of success. However, there are forms of intelligence that a traditional IQ test cannot measure. In more recent years, psychologists have begun to understand that emotional intelligence is as important as other kinds of intelligence. Some have even argued that emotion al intelligence is a better predictor of success than general intelligence. Some studies indicate that people with high emotional intelligence are better - equipped at negotiating, winning favor, making friends, and influencing others. Like other forms of in telligence, your emotional IQ is not a static trait. By learning your weaknesses and building upon your strengths, you can work toward greater emotional intelligence. Especially for people with low emotional intelligence, it can be challenging to know what areas need improvement, and this test provides you with a completely private opportunity to learn about traits you might want to work on. It can be painful to examine your social weaknesses, especially because many people have been bullied or mistreated f or lacking certain social skills. Nevertheless, by answering questions honestly, you may be able to learn more about your strengths and weaknesses. If you are not sure about the answer to a question on this test, think about your previous social interactio ns or ask a friend or family member what they think. Oftentimes it is easier to think about our social behavior when we put it in a specific context.” (Emotional Intelligence Test, 2021) Begin this assignment by reviewing the two assigned articles "What makes a leader? " (PDF document) and “ Emotional Intelligence in Leadershi p (new tab) ” and viewing the Daniel Goleman video “ Strategies to become more emotional intelligen t (new tab) ”. INSTRUCTIONS 4. Review the information in the Getting Started and Background Information sections as well as the assigned readings and video after taking the EQ Assessment. 5. Use the EQ Test full report to write a two - page reflection p aper (500 – 600 words in a Word document) by the end of the Workshop that reports your results from the EQ assessment. Reflect upon your key observations as to how your level of EQ influences you as a leader and what you have learned that could be implemente d in ways that enhance your effectiveness as a leader. Which areas of GETTING STARTED For decades, scientists and other researchers have focused primarily on intelligence--usually measured through IQ tests--as the most significant predictor of success. However, there are forms of intelligence that a traditional IQ test cannot measure. In more recent years, psychologists have begun to understand that emotional intelligence is as important as other kinds of intelligence. Some have even argued that emotional intelligence is a better predictor of success than general intelligence. Some studies indicate that people with high emotional intelligence are better-equipped at negotiating, winning favor, making friends, and influencing others. Like other forms of intelligence, your emotional IQ is not a static trait. By learning your weaknesses and building upon your strengths, you can work toward greater emotional intelligence. Especially for people with low emotional intelligence, it can be challenging to know what areas need improvement, and this test provides you with a completely private opportunity to learn about traits you might want to work on. It can be painful to examine your social weaknesses, especially because many people have been bullied or mistreated for lacking certain social skills. Nevertheless, by answering questions honestly, you may be able to learn more about your strengths and weaknesses. If you are not sure about the answer to a question on this test, think about your previous social interactions or ask a friend or family member what they think. Oftentimes it is easier to think about our social behavior when we put it in a specific context.” (Emotional Intelligence Test, 2021) Begin this assignment by reviewing the two assigned articles "What makes a leader?"(PDF document) and “Emotional Intelligence in Leadership(new tab)” and viewing the Daniel Goleman video “Strategies to become more emotional intelligent(new tab)”. INSTRUCTIONS 4. Review the information in the Getting Started and Background Information sections as well as the assigned readings and video after taking the EQ Assessment. 5. Use the EQ Test full report to write a two-page reflection paper (500–600 words in a Word document) by the end of the Workshop that reports your results from the EQ assessment. Reflect upon your key observations as to how your level of EQ influences you as a leader and what you have learned that could be implemented in ways that enhance your effectiveness as a leader. Which areas of Emotional Intelligence Test Report for: Delsa Christian Completion: September 2, 2021 Tests on this site are intended for personal use only. Use for professional purposes is strictly prohibited. © 2021 PsychTests AIM Inc. Table Of Contents 1Table Of Contents ..................................................................................................................................... 2Summary .................................................................................................................................................. 3Introduction .............................................................................................................................................. 4Graphs ...................................................................................................................................................... 7Details ...................................................................................................................................................... 10Strengths & Limitations .......................................................................................................................... 11Advice .................................................................................................................................................... Table Of Contents 1/13Table Of Contents © 2021 Psychtests.com All Rights Reserved Page 1 of 13 Summary This emotional intelligence test consists of two parts; a self-report portion and an ability portion. The test assesses your capacity to: recognize your own emotions and those of others; understand how best to motivate yourself; become close to others; and manage your own feelings and those of others. Overall Results EQ score = 123 Percentile score = 95 123 Your score on this assessment is fairly good. Overall, you are quite capable of understanding and dealing with emotions. Review the rest of your results to know which areas you might need to work on developing. Summary 2/13Summary © 2021 Psychtests.com All Rights Reserved Page 2 of 13 "What really matters for success, character, happiness and life long achievements is a definite set of emotional skills - your EQ - not just purely cognitive abilities that are measured by conventional IQ tests." - Daniel Goleman, Ph.D. Introduction In the late 1990's, emotional intelligence (EIQ) was one of the hottest buzz- phrases in contemporary psychology. In the business world, it became a hot topic, largely due to one author's claim that a high EIQ was one of the best predictors of success in the workplace. In his 1995 book, Emotional Intelligence, Why it Can Matter More than IQ, author Daniel Goleman used an early definition by researcher Peter Salovey which stated that the construct of EIQ includes knowing one's emotions, emotional self-control, motivation and persistence, recognizing emotions of others, and successfully handling relationships. Goleman made some very strong statements in his book, including the suggestion that EIQ is one of the main keys to success in life. He implied that emotional intelligence is at the root of many of life's puzzles. Why are some smart people unsuccessful? Why do certain individuals strike out at others in a violent manner? Why so some excel at managing others while others struggle? He hinted that EIQ was an answer to all these, and many others, of life's questions. Since the birth of the concept in a 1985 thesis by Wayne Leon Payne, researchers have been working to discover what factors play a part in emotional intelligence. Many conceptions of emotional intelligence are divided into two main parts; aspects related to understanding and dealing with one's own emotions, and those related to understanding the emotions of others and handling social interactions. For many prominent EIQ researchers, including most notably Goleman and Reuven Bar- on, the construct also includes broader traits such as motivation, interpersonal and other personal attributes (this is often called a mixed model). For others, including Peter Salovey and John Meyer and their colleagues, the latest models of EIQ are strictly related to the test-taker's abilities in this area (often called an ability model). Like the classical notion of intelligence, they feel that emotional intelligence is a cognitive ability that can be accurately and concretely defined and measured. Three main options exist in terms of how to assess EIQ: Assess the related skills as you would traditional intelligence, with questions where the goal is to select the best answer. This method works best with the ability model of emotional intelligence. Evaluate these skills through self-report, where the test-takers answer according to what they most likely would do in a variety of situations. This works best with the mixed model of emotional intelligence. Create an assessment that combines these two techniques, and therefore utilizes both the ability model and the mixed model of EIQ, while helping to overcome potential problems of both. It appears that the mixed models and the ability methods of evaluating EIQ do not assess exactly the same thing. In fact, Mayer and Salovey themselves found that their assessment shares only 10% of the variance with Bar-on's self-report measure of emotional intelligence (Mayer, Caruso, Salovey, 2000). This means that while they may be somewhat related, there is not enough overlap to justify using only one or the other. Since self-report and ability measures can be seen as distinct elements, our assessment will include both forms but report scores for both separately. Both types of measures have been shown to have predictive value in different areas in a large number of studies, so using both can create a measure that is effective in measuring success in a variety of areas. Our definition of emotional intelligence is Mayer et al.'s (1999) definition: Emotional intelligence refers to an ability to recognize the meanings of emotions and their relationships, and to reason and problem-solve on the basis of them. Emotional intelligence is involved in the capacity to perceive emotions, assimilate emotion-related feelings, understand the information of those emotions, and manage them (p. 267). We chose to assess this construct using both self-report questions and ability questions. Introduction 3/13Introduction © 2021 Psychtests.com All Rights Reserved Page 3 of 13 Graphs Overall Results EQ score = 123 Percentile score = 95 123 Emotional Identification, Perception, and Expression 78 0 100 Emotional Facilitation of Thought 81 0 100 Emotional Understanding 92 0 100 Emotional Management 86 0 100 Ego Maturity 78 0 100 Emotional Self-awareness 88 0 100 Awareness of Strengths and Limitations 62 0 100 Comfort with Emotions 78 0 100 Recognition of Other's Emotions 60 0 100 Rumination 14 0 100 Graphs 4/13Graphs © 2021 Psychtests.com All Rights Reserved Page 4 of 13 Problem-Solving 84 0 100 Positive Mindset 92 0 100 Emotional Reflection 62 0 100 Emotional Integration 88 0 100 Conflict Management Knowledge 100 0 100 Empathy 80 0 100 Social Insight 100 0 100 Impulse Control 76 0 100 Self-Control 80 0 100 Resilience/Hardiness 90 0 100 Coping Skills 96 0 100 Self-Motivation 82 0 100 Striving 83 0 100 Emotional Selectivity 81 0 100 Adaptable Social Skills 86 0 100 Graphs 5/13Graphs © 2021 Psychtests.com All Rights Reserved Page 5 of 13 Conflict Resolution Behavior 100 0 100 Assertiveness 50 0 100 Self-esteem 92 0 100 Contentment 86 0 100 Independence 72 0 100 Flexibility 90 0 100 Values Integrity 82 0 100 Graphs 6/13Graphs © 2021 Psychtests.com All Rights Reserved Page 6 of 13 Ability to recognize and understand basic emotions, and handle them productively. Ability to characterize emotions in oneself and in others. Ability/Willingness to use feelings constructively; to let them guide you. Details Overall Results (score 123) Your score on this assessment is fairly good. Overall, you are quite capable of understanding and dealing with emotions. Review the rest of your results to know which areas you might need to work on developing. Emotional Identification, Perception, and Expression (score 78) You are reasonably skilled when it comes to the core ability of identifying, perceiving and expressing emotions in yourself and others. There is still, however, room for growth. Overall, your skills in this area of emotional intelligence aid you in the process of reading others, understanding how they feel, and effectively identifying your own emotions. These skills form the basis of your ability to relate to the emotions of others as well as well as your ability to understand yourself. Review the results below for further information on areas that could use further improvement. You are typically in tune with your emotions, and are able to identify your true feelings. You seem to have some understanding of your strengths and limitations, but this may still be fuzzy area for you. You are relatively comfortable dealing with emotions in general, but there is room for improvement. You struggled somewhat when it came to recognizing emotions in other people. Emotional Facilitation of Thought (score 81) You are well aware of the guiding potential of your emotions, and usually tune in to your feelings as a means to direct your judgment, reasoning, and actions. Emotional Facilitation of Thought reflects the capacity to use emotions to figure out the aspects of a situation that don't lend themselves too easily to logic (e.g. when making decisions in ambiguous situations). When you use this internal guidance system in addition to cognitive processes, you are better able to view situations from different angles. Read through the breakdown of results below for more information about this core ability, and areas where improvement is suggested. Details 7/13Details © 2021 Psychtests.com All Rights Reserved Page 7 of 13 Ability to understand and analyze emotions, and solve emotional problems. Ability to takeresponsibility for one's emotions. You do not have a tendency to ruminate about your problems. Make sure however, that you give an issue in your life the thought and consideration it needs. Your approach to challenges, setbacks and obstacles to what you want is generally conducive to effective resolution. Your mindset is almost always positive. When evaluating an issue in your life you try to see things from a logical perspective, although you may, on some occasions, listen to your emotions as well. You typically act in accordance with who you are and what you believe in. Emotional Understanding (score 92) In order to take appropriate action in emotionally charged situations, you need to be able to assess and analyze the complex and mixed emotions that come into play. Feelings affect thoughts and behavior, so a lack of emotional understanding can result in serious social missteps. This is likely a very rare occurrence with you. You are quite capable of assessing and analyzing emotions in order to take appropriate action. Review the detailed results below for more information. You appear to be quite skilled and knowledgeable when it comes to emotional integration. You likely understand the profoundness of emotions, how complicated they can be, and how they play a role and impact everyday tasks in life. You performed very well when it came to choosing the best approach someone should take to resolve a conflict. In virtually all cases, you chose the most effective response to deal with conflicts. You are a fairly empathetic person, and will try as much as possible to place yourself in other people's shoes. You are a very insightful individual, and are capable of taking context into consideration when making judgments about other people's emotions or behavior. Emotional Management (score 86) Emotions are not always under our control - we feel what we feel. However, how we react to situations is under our control, which means that we need to take responsibility for our actions even in times when emotions are volatile. Emotional responsibility is something that you almost always put into practice. When you make it a point to manage your emotions, you are better able to deal with situations or people that tend to make you feel upset. Review the breakdown of your results below and work on any areas that need a little improvement. Details 8/13Details © 2021 Psychtests.com All Rights Reserved Page 8 of 13 Attainingemotional growth and maturity. You are generally able to control your impulses, although this can occasionally be a challenge for you. You will consider the consequences of your actions before doing something, but won't always do so consistently. You are typically very poised and in control of your emotions. You are usually able to self- monitor your thoughts and feelings, and regulate/adjust your behavior in response. Challenges, setbacks, and hardships rarely, if ever, get you down. You possess a high degree of resilience. You deal with stress exceptionally well - your coping skills are well-developed. You are a self-motivated person. Most of the time, you are able to encourage and motivate yourself to try hard and do your best. You are typically open to learning new things. You are much less likely to be at risk for stagnation. You are usually able to not "sweat the small stuff", and let go of minor problems or things that you can't change rather effortlessly. You are usually able to adjust your social behavior to the situation. You can typically deal with a variety of social situations and personalities. You almost always resolve conflict in a mutually beneficial way. Overall, your personal approach to managing conflict is very healthy. Ego Maturity (score 78) The Ego Maturity scale refers to a group of traits that encompass emotional maturity - a level in which a person is fully comfortable with whom he/she is and possesses a strong and healthy sense of self. While this may be shaped by life experiences, as emotional intelligence develops and expands, so too will our ego mature. You are well on your way to ego maturity, although you still have a little room to grow. There are aspects of your personality that you can still develop and evolve. In essence, you still have some room to grow as a person. Refer to the results below for more details about areas that you can focus on developing further. While you seem capable of being assertive on some occasions, it is not a regular habit for you. On those occasions that you do assert yourself, you might also hold back a little. You have very high and very stable self-esteem. You treat yourself with love and respect, and expect others to do the same. You seem to be quite content with your life. There are likely several aspects that you are happy with thus far. You strive to act independently, based on your own feelings and desires. Occasionally however, you will either turn to others for input, or let them dictate what you should do, despite your wishes. You are someone who shows an exceptional amount of flexibility. Details 9/13Details © 2021 Psychtests.com All Rights Reserved Page 9 of 13 Strengths & Limitations The following is a summarized version of your results, categorized as Strengths, Potential Strengths, and Limitation. Strengths ·Your overall emotional IQ level is good ·You are emotionally self-aware ·You are doing well in the area of Emotional Facilitation of Thought ·Your approach to problem solving is conducive to resolution ·You have a positive mindset ·You typically act in accordance with your values ·You are doing well in the area of Emotional Understanding ·You performed well on the emotional integration aspect of the test ·You chose good forms of resolution for others' conflict situations on the test ·You are empathetic ·You are socially insightful ·You are doing well in the area of Emotional Management ·You show good self-control ·You show resilience/hardiness ·You possess healthy coping skills ·You are self-motivated ·You are driven toward further self-development ·You are able to let go/rise above minor issues ·You are able/willing to adapt your social skills to the circumstances around you ·The manner in which YOU would resolve conflict situations on the test was healthy ·You have a healthy level of self-esteem ·You seem to be quite content ·You are flexible Potential Strengths ·You are doing reasonably well in the area of Emotional Identification, Perception, and Expression ·You are moderately comfortable with emotions in general ·You do not ruminate excessively, which is good, but you also may not give things suffi cient thought ·Your impulse control is satisfactory ·You are sometimes able to act independently Limitations ·You don't seem to be entirely aware of your strengths and weaknesses ·You struggled with recognizing emotions depicted on the test ·You are not very assertive The man considered as the "father of modern positive psychology", Martin Seligman, believes that pessimism is harmful to our health because it lowers our immunity. Strengths & Limitations 10/13Strengths & Limitations © 2021 Psychtests.com All Rights Reserved Page 10 of 13 Advice Emotional Identification, Perception Stay in touch with your feelings. Pay attention to what triggers them and how you react. Pay attention to your body when you're upset, sad or angry. What are the signs? Learning to recognize how you react in response to different sentiments can help you become more in tune with your emotions. Be honest with yourself. Everyone feels things, and it's nothing to hide or be nervous about. Emotions are important signals that we need to listen to in order to feel more fulfilled in life. Get to know yourself better. For example, make a list of your strengths and limitations. The more in touch you are with who you are, the better you will be able to understand and handle your emotions. Take small steps if you're not used to expressing emotions. Start with those that are the least intimidating and you will surely find that it's not as bad as you think. On the positive side, begin with genuine compliments and then take it further to an expression of appreciation. When you need to communicate a negative feeling, try writing it if you feel too intimidated to say it. Like learning any new skill, it will get easier with practice. Consider the implications of not releasing your feelings. A lack of intimacy with others, pent up feelings, health problems, etc. Remember that communication involves a lot more than what is just said. Our gestures, expressions and tone of voice send just as strong (or even stronger signals) than the words we choose, and can let us know how others are feeling (and lets other know how we are feeling). Emotional Facilitation of Thought Practice distinguishing between what you are thinking and what you are feeling. They are not always one and the same, and we need to recognize this in order to clearly express and understand where our feelings are coming from. View setbacks as short-lived. Whenever you are feeling overwhelmed and find yourself plunging into negativity, remind yourself that things can get better. If you're having a hard time in a class you're taking, for example, or you're having relationship problems, look at it as temporary. Whatever the situation, you can take proactive steps to deal with the underlying issues. Even if you are faced with something that you will have to deal with for a lifetime (like a health problem or family issue), there is always some way to improve the situation. You will grow stronger, heal, or find better ways to cope. Refuse to be a victim. Dr. Martin E.P. Seligman, renowned author and noted expert on positive psychology, states that the feeling of being a victim leads to learned helplessness. If you blame your problems on other people or circumstances, you will avoid taking personal responsibility for your life. While it may be true that there are things beyond your control, the majority of what happens in your life is up to YOU. Life may throw you many curveballs, but it is you who decides how you'll react to them. Don't brush aside your gut instinct or intuition. Gut instinct is that voice in your head, that warning bell, that's trying to tell you that something isn't right. Some refer to it as a sixth sense. Whatever the label, it can offer us valuable information if we take a moment to listen. Those who ignore this inner voice can often end up regretting it. This doesn't mean that logic has no benefits. The perfect balance, in fact, would be to think a situation through, and then going with what feels right. Advice 11/13Advice © 2021 Psychtests.com All Rights Reserved Page 11 of 13 The good and the bad. Both good and bad feelings facilitate the thinking process by allowing us to view things from different perspectives. Did you ever notice how, when thinking pessimistically about a problem, you come up with solutions that are in line with that thinking, and when you think positively, the perspective and solutions change? Our feelings, good and bad, offer us different perspectives on the world. While one perspective may be more beneficial than the other, both angles offer us valuable information about the world around us, and about ourselves. Emotional Understanding Empathy. While you certainly can't fake empathy, you can increase your connection to other people by truly listening and trying to put yourself in their shoes. Put empathy in action. Get involved in helping people in some way (i.e. volunteering); the closer you get to a situation, the more you will realize the diffi culties others might be facing. Put aside your own preoccupations. Consider what might be going through other people's minds in different situations. Ask yourself how you would feel in a similar situation - there are always several perspectives. Try to identify at least 2 or 3 different ways to look at it. Understand that everyone has his or her bad days. Sure it can be hard to overlook it when someone snaps at you or is otherwise unpleasant, but remembering that nearly everyone is unpleasant sometimes when under stress (even you!) can help you learn to take things less personally. Put yourself in the other person's shoes. Think about how your actions will affect others before you act. If you are unsure, ask! Not everyone thinks the same way you do. If your actions will have an effect on others, ask them if they are ok with the decision before you act. Be aware of how others respond to you. Pay attention to how others are reacting, and what they are communicating to you. Putting in the extra effort to really listen and observe can teach you a lot about human interaction and emotions. Don't fall victim to "The Fundamental Attribution Error". We as humans are forever trying to figure out the causes of other's actions. All too often, we attribute misfortunate behavior on the part of others to dispositional rather than situational factors. For instance, writing others off as jerks for snapping at you rather than looking for external causes such as being sick or having been fired that day. As a result, we are less forgiving than many situations call for. Try to understand that others are under just as much pressure and stress as you are and as a result, their behavior may not always represent who they are as people. Emotional Management Question your beliefs. Do you think ignoring your emotions will make them go away? While this may be true for minor issues, strong feelings will manifest themselves in other ways (health problems, bitterness, etc.). Boost your coping skills. Build a supportive social network, learn how to relieve stress, etc. Step back. If you're prone to losing control of your emotions, try taking a step back from heated situations. Give yourself some time to gain control rather than reacting immediately. Practice. Practice keeping your feelings under control (without suppressing them) and it will become more natural. Learn the appropriate times to express them so that they don't boil over in inappropriate situations. The source of emotions. Remember: emotion is just a whirlwind of activity passing through your body and mind. You help create it and feed it; how you react is important to its outcome. See a professional in cognitive therapy if you wish to learn concrete strategies to overcome negative thought patterns and to question any heavily ingrained beliefs. Advice 12/13Advice © 2021 Psychtests.com All Rights Reserved Page 12 of 13 Don't try to avoid confrontation at all costs. This results in a buildup of unresolved anger and frustration for both people. Sulking and denial do not accomplish anything either. Besides, bottled up frustration finds its way out, one way or another. Take a time out. "When angry count to ten; when very angry count to 100." It's not always easy to maintain your composure when you feel like your "buttons" are being pushed, but it is essential that you make an effort to do so. It's important to cool down emotionally when a situation makes you upset or stressed. As time passes, you will be able to be more objective about the issues and to sort out the situation more clearly. Count for as long as it takes for you to reach a state of mind conducive to the cool, rational consideration of possible consequences of your actions. This counting technique can be used no matter what the intense feeling is. Advice 13/13Advice © 2021 Psychtests.com All Rights Reserved Page 13 of 13 Table Of Contents Summary Introduction Graphs Details Strengths & Limitations Advice