Emotional Intelligence · UPSC Civil Services

What the official syllabus says

General Studies IV (Paper-V):
Emotional intelligence – concepts, and their utilities and application in administration and governance.

Emotions: what they are, basic emotions, how emotions affect thinking and decisions.
Emotional intelligence (EI): the ability to perceive, understand, use and manage emotions in oneself and others.
EI compared with IQ (intelligence quotient); EQ as a common label for emotional quotient.
Whether EI can be learnt and developed: training, reflection, feedback, practice.

Ability model (Salovey and Mayer): perceiving emotions, using emotions to aid thought, understanding emotions, managing emotions.
Mixed model popularised by Daniel Goleman: self-awareness, self-regulation, motivation, empathy and social skills.
Trait models (Bar-On and others): emotional and social competencies as personality traits.

Self-awareness: knowing one’s emotions, strengths, weaknesses and triggers.
Self-regulation: controlling anger, impulses and stress; thinking before acting.
Motivation: inner drive, optimism, commitment to goals.
Empathy: sensing others’ feelings and viewpoints.
Social skills: communication, conflict management, team building, influence.

Better decision-making: avoiding decisions taken in anger or fear.
Stress management and resilience in demanding jobs.
Better relationships with colleagues, subordinates and superiors.
Leadership that motivates rather than commands.
Conflict resolution and negotiation.
Ethical behaviour: EI helps resist pressure, temptation and impulsive wrong-doing.

Dealing with citizens: patience with grievances, respectful communication, sensitivity to the poor and vulnerable.
Crisis and disaster management: staying calm, reassuring the public, coordinating teams.
Law and order situations: handling crowds, protests and communal tension with restraint.
Managing teams: motivating staff, giving feedback, handling poor performance fairly.
Working with elected representatives, media and civil society.
Negotiation in policy, inter-departmental and international settings.
Gender and diversity sensitivity in the workplace; prevention of harassment.
Public communication: building trust, explaining unpopular decisions.

Self-awareness helps a person notice when anger, fear, greed or favouritism is shaping a decision.
Self-regulation supports integrity: resisting temptation, flattery and pressure.
Empathy supports compassion towards the weaker sections and fairness in dealing with citizens.
Social skills help a public servant say no to wrong demands firmly but politely.
Moral courage: managing fear of consequences in order to do the right thing.

Self-reflection and journalling; seeking feedback from colleagues and subordinates.
Training in communication, counselling, negotiation and stress management.
Mentoring by experienced officers; learning from field postings.
Mindfulness, meditation and physical fitness as aids to self-regulation.
An organisational culture that values listening, respect and team work.

Leadership styles linked with emotional competencies: visionary, coaching, affiliative, democratic, pacesetting and commanding styles, and when each suits a situation.
Transformational leadership: inspiring followers through vision, example and individual attention.
Emotional contagion: how a leader’s mood spreads through a team.