Abstract
Emotional intelligence (EI) is the capacity to be aware of, control, and express one's emotions, and to handle interpersonal relationships effectively within your library. Theories about developing emotionally intelligent staff through training, mentoring, and succession planning are discussed specifically in relation to librarianship. The theories and discussed philosophies and practices of EI will encompass and blend new concepts into existing and widely valued library literature with theorists from within the business sector. This article discusses how EI is used in the employment selection process and how it defines the core competencies we see in our employees. This article will delve into training, benefits, challenges, and how It is used in the change management process. In healthy libraries, EI is for leaders, managers, and employees at all levels.
Highlights
Psychologist and emotional intelligence (EI) expert Daniel Goleman told a story of an airline flight attendant who used emotional intelligence to calm a plane full of weary and agitated travelers (2001)
The passengers were late in their arrival and overly anxious to depart the plane because the Super Bowl football game was about to begin
They rose from their seats before reaching the gate because they were anxious almost to the point of having their hearts reach despair
Summary
Psychologist and emotional intelligence (EI) expert Daniel Goleman told a story of an airline flight attendant who used emotional intelligence to calm a plane full of weary and agitated travelers (2001). In another example, when hiring a head systems librarian, the candidates will need both hard and soft skills. The committees need to uncover in the interview process who might best show innate abilities related to EI, or the potential for learning emotionally intelligence skills, otherwise known as soft skills. Let’s pose a case scenario to our interviewees and weigh their responses in the realms of emotional intelligence: The Systems Department implemented a new Integrated Library Service, and when the project rolled out, it rendered communications between the circulation and interlibrary loan departments incoherent Neither could read their own departmental files, much less cross-departmentally, a function imperative to both parties. Many job ads say the applicant needs to provide future vision for the library (Promis, 2008)
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