MENTAL WEALTH: PROFESSIONAL EXCHANGE AND APPLIED RESEARCH

HR7004

MENTAL WEALTH: PROFESSIONAL EXCHANGE AND APPLIED RESEARCH

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Introduction

The key purpose of this reflective story is to think about my educational route from the HR7004 module and to demonstrate its importance to my career progression. Through outlining Gibbs’ model of reflection, I will aim to critically of cupreous from three weeks of study the lessons that can be learned on emotional, cognitive, and cultural intelligence concerning employability and wealth creation.

Critical Analysis of Breadth

During the HR7004 module, I enjoyed and was quite surprised by the sessions on emotional intelligence, cognitive intelligence, and cultural intelligence. All of these ideas have had a powerful effect on how I think about my career advancement, marketability, and the accumulation of business assets.

Emotional Intelligence

Referring to (slide 10 (week 2, Emotional Intelligence lecture Kenneth)), Robust attention is devoted to beneficial comprehension and control of emotions with emotional intelligence (EQ). Predominantly due to self-awareness, self-management, social awareness, and relationship management, the insight into the major impact of emotions in communication and decision processes has become significant. Referring from (slide 13 (Week 2 (Emotional Intelligence lecture Kenneth))), Empathy was the concept that grabbed my attention, and it is important for effective leadership. What I found demonstrated that to see things from someone else’s perspective means to understand their feelings and respond helpfully. In personal affairs as well as business contexts, this part of EQ operates a critical role during gatherings or disagreements. Because of their difficulties, my coworker was unable to maintain their productivity, my role pointed out. The ability to use emotional intelligence gave me the power to deal with the situation empathically, providing support rather than criticism, which over time helped to close the issue without significant tension escalation (Kanesan and Fauzan, 2019). The workshop focused on emotional intelligence displayed my emotional reactions and explained their influence on my communication with others. I think that emotional intelligence (EQ) is a key competency that boosts both my leadership and the motivation of others while being vital for both current career growth and employability.

Cognitive Intelligence

Referring to (slide 4(week 3, lecture on cognitive intelligence)), cognitive intelligence (CI) refers to the skill of thinking, reasoning, and problem-solving exceptionally well. Attention sustained over time was a key point of the session which demonstrated its essential role in increasing cognitive abilities. This event expanded my viewpoint, although my focus up until now had been on IQ scores, the meeting pointed out the value of concentration and attention for supporting high cognitive performance. I recognized the idea of 'flow,' a focused mental state in which individuals are entirely engaged with their tasks, which raises both their productivity and their creativity. I could strongly see how this thought reflected my professional background, persistently coping with a lack of attention throughout protracted meetings and tasks. After enhancing attention sustainability through skills such as meditation and the setting of clear goals, I started introducing these techniques for enhancing cognitive performance in my work. The session helped clarify that cognitive intelligence consists of intellectual capacity along with forming habits that improve both focus and efficiency. The subsequent realization has me more focused on building an environment suitable for sustained attention, thereby already boosting my performance on challenging tasks (Iso-Ahola, 2022). I think that the development of cognitive intelligence will make me a better fit for leadership roles, which need key skills in decision-making and problem-solving.

Cultural Intelligence

Referring to (slide 15 (Week 5, Lecture on Cultural Intelligence)), In different cultural contexts, the successful operation defines cultural intelligence (CQ). During the session, I gathered an important understanding of how important it is for today's globally tied workforce to understand and communicate with diverse cultural norms. I discovered that cultural intelligence is different but equally vital for constructing effective international teams when compared to cognitive and emotional intelligence. The four components of CQ – Drive, Knowledge, Strategy, and Action – were surprising. As one example, 'CQ Drive' stands for a passion for exploring different cultures, and 'CQ Knowledge' means the insights collected regarding how cultures differ and align (Iskhakova and Ott, 2020). Conversely, I could connect this experience to times I worked in a multicultural team, where cultural differences often caused misunderstandings. Utilizing CQ, I succeeded in closing these gaps due to a heightened awareness of different communication methods and business approaches. The critical role that CQ plays in employability is hard to overstate, particularly in industries that function internationally. Gaining cultural intelligence has extended my functional skills in the team, a capability that is critical to personal achievement as well as my professional track. This expertise will serve to boost my employability as well as to provide entry to wealth creation via international partnerships and business ventures.

Impact on Employability and Wealth Creation

The understanding collected from emotional, cognitive, and cultural intelligence has remarkably increased my employability. Enhancing leadership through emotional intelligence, problem-solving skills through cognitive intelligence, and being a valuable asset due to cultural intelligence have equipped me for wealth creation and my professional growth.

Detailed Critical Review Based on Gibbs' Reflective Model

I want to generate progress in emotional intelligence using the Gibbs reflective cycle. Managing relationships and addressing work conflicts is the skill that matters most to me. Gibb’s model is very useful in exploring the extent to which the model is used to improve reflective writing practices (Hashim et. al., 2023).

Description

A team project at my job had one specific incident happen. Disagreement about the direction of the project among two team members was leading to increased tension in their group members to improve their effectiveness and efficiency and provide empowerment information to their subordinates and coordinates (Weingart et. al., 2023). Since I was the team leader, my objective was to guide the conflict positively. I became aware at that moment that my emotional intelligence would play an important role in solving the situation. I found it necessary to reconcile the emotions of both people while having the collective objectives of the team in view. Hearing their fears and validating their feelings helped to reduce the tension and move the team towards agreement.

Feelings

I had both doubts and anxiety at the outset about how to manage the matter as the conflict took shape. In that moment, my instinct was to dodge confrontation, because I was afraid of making the situation deteriorate further. I did feel a sense of obligation to function as a leader and oversee the team’s feelings. Thinking about the circumstances made me realize that my anxiety came from a shortage of confidence in how to manage relationships experiencing conflict. Despite these first thoughts, I made up my mind to use the emotional intelligence strategies I learned, which strengthened my confidence to act.

Evaluation

The result of the situation was generally positive. Being aware of emotional intelligence allowed me to enable my team members to articulate their frustrations in a useful way. Thanks to the team's talent for moving forward, the project was able to finally advance after the conflict had resolved itself. Still, I can tell that my first hesitation to deal with the conflict could have lengthened the problem. If I had considered it carefully, I would have stepped in sooner to stop the escalation of the circumstance. Active listening and empathy were components of my methods, which proved to be successfully managed team dynamics.

Analysis

The resolution of the conflict greatly relied on emotional intelligence. It’s Daniel Goleman emphasizes the view that people need both self-awareness and empathy to navigate emotions and build resilient relationships (Md. Isa et. al., 2024). Understanding my identity led to the recognition of my anxiety and provided access to the compassion that helped me comprehend the feelings of those team members engaged in the disagreement. The research implies that leaders with emotional intelligence excel in managing interpersonal disputes because they can traverse the emotional structure of their workforces. If I had not instituted emotional intelligence, the circumstances might have split up the team and postponed project results.

Conclusion

This meeting showed me the minimal value of emotional intelligence required to succeed as a leader. I now see that leading isn’t only task management, but also about how to manage emotions and relations. I realized the power of emotional intelligence by achieving the ability to both establish a positive team culture and solve disputes effectively. In the coming years, I will focus on responding actively to conflicts at an early stage, and I will keep working on my emotional intelligence by being self-aware and demonstrating empathy.

Action Plan

I expect to develop my emotional intelligence as a result of attending leadership workshops that stress conflict resolution and emotional skills. As well as this, I will request evaluations from my colleagues about my interpersonal skills to uncover the segments in which I can develop. This support will allow me to thrive as an improved leader along with being one who has good emotional intelligence.

Conclusion

After my period of deep thought, I broadened my understanding of how important it is for the professional development of individuals to have emotional, cognitive, and cultural intelligence. How well you possess these skills will enhance your chances of landing a job and will offer prospects for financial gain by allowing you to act effectively as a leader, choose wisely, and collaborate in different work situations.

Reference

Hashim, S.N.A. Yaacob, A. Suryani, I. Asraf, R.M. Bahador, Z. and Supian, N. (2023) ‘Exploring the Use of Gibbs' Reflective Model in Enhancing In-Service ESL Teachers' Reflective Writing’, Arab World English Journal, 14(2). https://www.researchgate.net/profile/Ina-Suryani/publication/371830975_Exploring_the_Use_of_Gibbs'_Reflective_Model_in_Enhancing_In-Service_ESL_Teachers'_Reflective_Writing/links/64d4ddd51290c33cce866847/Exploring-the-Use-of-Gibbs-Reflective-Model-in-Enhancing-In-Service-ESL-Teachers-Reflective-Writing.pdf

Iskhakova, M. and Ott, D.L. (2020) ‘ Working in culturally diverse teams: Team-level cultural intelligence (CQ) development and team performance’, Journal of International Education in Business, 13(1), pp.37-54. https://www.emerald.com/insight/content/doi/10.1108/JIEB-11-2019-0052/full/html

Iso-Ahola, S.E. (2022) ‘ Toward a theory of conscious–nonconscious processing and getting hard (and easy) things done in everyday life’, Psychology of Consciousness: Theory, Research, and Practice, 9(1), pp.40-63. https://psycnet.apa.org/journals/cns/9/1/40/

Kanesan, P. and Fauzan, N. (2019) ‘Models of emotional intelligence: A review’ e-BANGI Journal, 16(7). https://journalarticle.ukm.my/20058/1/34511-107724-1-SM.pdf

Md. Isa, A. Wan Mahmud, W.A. Syed Ali Hanafiah, S.Y. Azman, K. Nizam, N.E. and Abd Rahman, A. (2024) ‘ EMOTIONAL INTELLIGENCE IN DEPRESSION: NAVIGATING SELF-AWARENESS, COPING, AND SOCIAL DYNAMICS’, International Journal of Education, Psychology and Counseling, 9(53), pp.547–559. https://www.researchgate.net/profile/Asma-Isa/publication/379516258_EMOTIONAL_INTELLIGENCE_IN_DEPRESSION_NAVIGATING_SELF-AWARENESS_COPING_AND_SOCIAL_DYNAMICS/links/660d6857390c214cfd31e79e/EMOTIONAL-INTELLIGENCE-IN-DEPRESSION-NAVIGATING-SELF-AWARENESS-COPING-AND-SOCIAL-DYNAMICS.pdf

Weingart, L.R. Jehn, K.A. and Krueger, K.L. (2023) ‘ Manage intrateam conflict through collaboration’, Principles of Organizational Behavior: The Handbook of Evidence?Based Management 3rd Edition, pp. 327-651. https://onlinelibrary.wiley.com/doi/abs/10.1002/9781394320769.ch20

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