B I G L E A R N I N G S M A D E E ASY

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ETHICS, INTEGRIT Y
& APTITUDE

CIVIL SERVICES
EXAMINATION 2025

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Ethics, Integrity & Aptitude

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First Edition: 2017

Second Edition: 2018
Third Edition: 2019
Revised & Updated: 2020
Fourth Edition: 2021
Fifth Edition: 2022
Sixth Edition: 2023

Seventh Edition: 2024

 Contents

Ethics, Integrity & Aptitude

Chapter - 1 2.9 Restoration of Values.......................................... 23
2.10 Lessons from Personalities.................................. 24
Ethics and Human Interface........................... 1 2.10.1 Indian Leaders........................................ 24
1.1 Introduction to Ethics............................................ 1
2.10.2 Leaders Around the World...................... 30
Meaning................................................................ 1
1.1.1 Evolution of Ethics..................................... 1
Chapter - 3
1.1.2 Need to Study Ethics................................. 3
1.1.3 Differentiating Ethics................................. 3 Attitude......................................................... 32
1.1.4 Sources of Right and Wrong..................... 5 3.1 Introduction......................................................... 32
1.2 Ethical Decision Making........................................ 5 3.1.1 Definition................................................. 32
1.3 Dimensions of Ethics............................................. 5 3.1.2 Components ........................................... 32
1.4 Non-Normative Approaches.................................. 6
3.1.3 Comparison............................................. 32
1.4.1 Meta Ethics............................................... 6 3.2 Types of Attitude................................................. 33
1.5 Normative Ethics................................................... 6 3.3 Functions of Attitude........................................... 33
1.5.1 General Normative Ethics.......................... 6 3.4 Properties of Attitude........................................... 34
1.5.2 Applied Ethics........................................... 8 3.5 Moral Attitude...................................................... 34
1.6 Ethics in Public and Private Relationships.......... 14
3.6 Attitude-Behaviour Relationship.......................... 34
Chapter - 2 3.7 Prejudice and Discrimination.............................. 35
3.7.1 Prejudice................................................. 35
Values............................................................ 16
3.7.2 Discrimination......................................... 36
2.1 Introduction......................................................... 16
3.8 Attitude in Civil Services...................................... 36
2.1.1 Definition................................................. 16
3.9 Theories of Attitude Formation............................ 37
2.2 Types of Values................................................... 17 3.10 Cognitive Dissonance......................................... 38
2.2.1 Hierarchical Arrangement....................... 17 3.11 Social Influence................................................... 38
2.3 Main Features of Values...................................... 17 3.11.1 Introduction............................................. 38
2.4 Importance of Values.......................................... 18 3.11.2 Sources................................................... 38
2.5 Functions of Values............................................. 18 3.11.3 Types...................................................... 38
2.6 Universality of Values.......................................... 18 3.11.4 Principles of Social Influence.................. 39
2.6.1 Universalism v/s Relativism..................... 18 3.12 Persuasion.......................................................... 40
2.6.2 Universal Values...................................... 19 3.12.1 Process................................................... 40
2.7 Inculcating Values............................................... 20 3.12.2 Persuausion and Attitude Change........... 41

2.8 Value Crisis in Contemporary World.................... 22 3.12.3 Factors Making an Individual more
2.8.1 Introduction............................................. 22 Persuasive...................................................41
2.8.2 Reasons for Value Crisis......................... 23 3.12.4 Resisting Persuasion............................... 42

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Contents ETHICS, INTEGRITY & APTITUDE

Chapter - 4 6.5.18 Elton Mayo ............................................. 71

6.5.19 Mary Parker Follett ................................. 71
Aptitude and Foundational Values for 6.5.20 Max Weber.............................................. 72
Civil Service................................................... 44 6.5.21 Diogenes ................................................ 73
4.1 Aptitude............................................................... 44 6.5.22 Henry David Thoreau ............................. 73
4.2 Foundational Values of Civil Services.................. 44 6.5.23 John Dewey ........................................... 74
4.3 2nd ARC on Values in Civil Services..................... 47 6.5.24 William James ........................................ 75
6.5.25 Schopenhauer ........................................ 75
Chapter - 5 6.5.26 Augustine of Hippo................................. 76
6.5.27 Machiavelli ............................................. 76
Emotional Intelligence ................................ 49 6.5.28 Mary Wollstonecraft ................................ 77
5.1 Introduction to Emotions..................................... 49 6.3 Indian.................................................................. 78
5.1.1 Definition................................................. 49 6.3.1 Adi Shankaracharya ............................... 78
5.1.2 Paul Ekman’s Basic Emotions ................ 49 6.3.2 Chanakya ............................................... 78
5.1.3 Functions of Emotion............................... 49 6.3.3 Mahatma Gandhi .................................... 79
5.2 Emotional Intelligence......................................... 51 6.3.4 Buddha................................................... 80
5.2.1 Introduction............................................. 51 6.3.5 Swami Dayanand Saraswati.................... 81
5.2.2 Definitions............................................... 51 6.3.6 Swami Vivekananda................................ 81
5.3 Significance of EI................................................ 55 6.3.7 Raja Ram Mohan Roy ............................. 82
6.3.8 Dalai Lama ............................................. 83
5.4 Emotional Intelligence at Work Place.................. 56
6.3.9 Thiruvalluvar ........................................... 83
5.5 Emotional Intelligence in Governance................. 57 6.3.10 Rabindranath Tagore ............................. 84
5.6 Emotional Intelligence and Leadership............... 57 6.3.11 Aurobindo Ghosh.................................... 84
5.7 Downsides of Emotional Intelligence................... 58 6.3.12 Jawaharlal Nehru.................................... 85
6.3.13 Amartya Sen & his Capabilities
Chapter - 6 Approach to Ethics ................................. 86

Moral Thinkers and Philosophers................ 59 Chapter - 7

6.1 Introduction......................................................... 59
Public/Civil Service Values and
6.2 Western .............................................................. 59 Ethics in Public Administration................... 87
6.2.1 Socrates ................................................. 59
6.2.2 Plato........................................................ 59 7.1 Introduction to Ethics in Public Administration.... 87
6.2.3 Aristotle................................................... 60
7.1.1 Public Administration.............................. 87
6.2.4 Immanuel Kant........................................ 61
7.1.2 Need for Ethics in Public Administration.87
6.2.5 Jeremy Bentham .................................... 62
7.1.3 Determinants of Ethics in Public
6.3.6 John Stuart Mill ....................................... 62
Administration......................................... 87
6.2.7 Epicurus ................................................. 63 7.1.4 Status of Ethics in Public Administration.... 88
6.2.8 Thomas Hobbes...................................... 64
7.2 Ethical Concerns and Dilemma........................... 88
6.2.9 John Locke ............................................. 64
7.2.1 Conditions for Ethical Dilemma............... 88
6.2.10 Jean-Jacques Rousseau ........................ 65
7.2.2 Ethical Dilemmas Faced by Public
6.2.11 John Rawls ............................................. 65
Servants.................................................. 89
6.2.12 Confucius................................................ 66
7.2.3 Ethical Concerns and Dilemma in
6.2.13 Karl Marx ................................................ 67 the Private Sector.................................... 90
6.2.14 Hegel....................................................... 68 7.2.4 Ethical Issues Related to Employer-
6.2.15 Carol Gilligan.......................................... 68 Employee Relationship............................ 90
6.2.16 Thomas Jefferson.................................... 69
7.3 Sources of Ethical Guidance............................... 91
6.2.17 Thomas Aquinas..................................... 70

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Contents ETHICS, INTEGRITY & APTITUDE

7.3.1 Laws as a Source of Ethics..................... 91 Chapter - 9

7.3.2 Relationship between Law and Ethics..... 91
7.3.3 Conscience as a Source of Ethics........... 92 Probity in Governance............................... 108
7.3.4 When Laws and Rules are in
Conflict with Conscience......................... 92 9.1 Concept of Public Services............................... 108

9.1.1 Introduction........................................... 108

7.4 Accountability and Ethical Governance.............. 93
9.2 Philosophical Basis of Governance................... 108
7.4.1 Introduction to Accountability.................. 93
Definition........................................................... 108
7.4.2 Importance of Accountability to
Governance............................................ 93 9.3 Probity and Corruption...................................... 109
7.4.3 Types of Accountability........................... 93 Principles of Probity.......................................... 109
7.4.4 Strategy to Enforce Accountability.......... 95 9.4 Information Sharing and Transparency in
7.5 Strengthening of Ethical and Moral Values Governance...................................................... 110
in Governance..................................................... 96 9.4.1 Introduction........................................... 110
9.4.2 Definition............................................... 110
7.6 Ethical Issues in International Relation and 9.4.3 Importance of Transparency in
Funding............................................................... 97 Governance.......................................... 110
7.6.1 Introduction............................................. 97 9.4.4 Right to Information............................... 111
7.6.2 Principles of Ethics in International 9.4.5 Whistle-blowing..................................... 113
Relations................................................. 97
9.5 Administrative Ethics......................................... 114
7.6.3 Ethical Issues Involved............................ 97 9.5.1 Introduction........................................... 114
9.5.2 Need for Ethics in Administration.......... 115
7.7 Ethics of International Funding............................ 99
7.7.1 Case for Foreign Aid............................... 99 9.6 Citizen’s Charter.................................................. 117
7.7.2 Case Against Foreign Aid....................... 99 9.6.1 Introduction........................................... 117
9.6.2 Rationale of Citizen’s Charter................ 118
Chapter - 8 9.6.3 Components of Citizen’s Charter........... 118
9.6.4 Expectations of Citizens from
Corporate Governance............................... 100 Government.......................................... 118
9.6.5 Case Study: Jan Sewa Kendra,
8.1 Introduction to Business Ethics......................... 100
Ahmedabad.......................................... 118
8.2 Importance of Ethics in Management Practices....100 9.6.6 Issues in Implementation....................... 118

8.3 Corporate Governance...................................... 101 9.7 Work Culture..................................................... 119

9.7.1 Introduction........................................... 119
8.3.1 Introduction........................................... 101
9.7.2 Types of Work Culture........................... 120
8.3.2 Principles of Good Corporate
9.7.3 Attributes............................................... 120
Governance.......................................... 101
9.7.4 Ways to Improve................................... 121
8.3.3 Need of Good Corporate Governance.. 102
9.8 Utilization of Public Funds................................. 121
8.4 Models of Corporate Governance..................... 102 9.8.1 Meaning................................................ 121
9.8.2 Areas of Utilization of Public Funds....... 121
8.5 Corporate Governance in India......................... 103
9.8.3 Need for Ethical Utilization of
8.5.1 Need and Significance.......................... 103
8.5.2 Guiding Principles................................. 103 Public Funds......................................... 121
8.5.3 Regulatory Framework.......................... 105 9.8.4 Reasons for Unethical use of
8.6 Corporate Social Responsibility........................ 106 Public Funds......................................... 122
8.6.1 Concept................................................ 106
9.8.5 Public Finance Management
8.6.2 Definition............................................... 106
8.6.3 CSR in India.......................................... 107 System (PFMS)...................................... 122

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Contents ETHICS, INTEGRITY & APTITUDE

9.9 Quality of Service Delivery................................ 123 9.10.5 Nature and Status of Corruption in
9.9.1 Introduction........................................... 123 India...................................................... 127
9.9.2 Importance............................................ 123 9.10.6 Corruption as a Deviant Behavior.......... 128
9.9.3 Indian Experience................................. 123 9.10.7 Corruption as a Sign of Moral
9.9.4 Causes of Low Quality of Service Decline in Society.................................. 128
Delivery in India.................................... 124 9.10.8 Consequences of Corruption................ 128
9.9.5 Ways to Improve Service Delivery......... 124 9.10.9 Strategies to Tackle Corruption............. 129
9.9.6 Sevottam Model.................................... 125
9.10 Corruption......................................................... 126
PREVIOUS YEAR QUESTIONS 125 (2013 to 2017).. 131
9.10.1 Definition............................................... 126
Case Studies: Practice Questions............................ 160
9.10.2 Various Forms....................................... 127
Civil Services Examination (CSE) Mains :
9.10.3 Classification......................................... 127
Previous Year Questions........................................... 167
9.10.4 Modes of Corruption............................. 127

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 CHAPTER

5
EMOTIONAL
INTELLIGENCE

5.1 Introduction to Emotions cultural influences, and common evolutionary history.

Therefore, with emotional awareness, we may choose how
“When dealing with people, remember you are not dealing with
we respond even though we cannot control the feelings
creatures of logic, but with creatures of emotion.”
we feel.
—Dale Carnegie
Paul Ekman has identified six basic emotions. The six
5.1.1 Definition emotions are anger, surprise, disgust, happiness, fear,
Man is social animal and we deal with different people and sadness. His research shows the strongest evidence
in different walks of life. People have emotions and they to date of a seventh emotion, which is contempt.
affect their attitude, behavior, relationships and decision 5.1.3 Functions of Emotion
making. It is impossible to imagine life without emotion. We
Emotions play many important roles in people’s lives and
treasure our feelings—the joy of watching cricket, the fun
have been the topic of scientific inquiry in psychology for
with friends. Even negative emotions are important, such
well over a century.
as the sadness when a loved one dies, the anger when
Emotions basically help us to understand ourselves,
violated. Emotions color life experiences and give those understand others and also help others to understand us.
experiences meaning and flavor. So it is important for us to Functions of emotions can be divided as follows:
know and deal with emotions.
A. Intrapersonal Functions of Emotions
Though there is no consensus on the definition of
These refer to the role that emotions play within each of us
emotion, Emotion can be defined as any conscious individually.
experience characterized by intense mental activity and
• Help us Act Quickly with Minimal Conscious
a certain degree of pleasure or displeasure. Emotion is Awareness: E.g. if we did not have emotions, we
often intertwined with mood, temperament, personality, could not make rapid decisions concerning whether
disposition, and motivation. to attack, defend, flee, care for others, reject food,
or approach something useful, all of which were
5.1.2 Paul Ekman’s Basic Emotions functionally adaptive in our evolutionary history and
“Emotions are a process, a particular kind of automatic helped us to survive.
appraisal influenced by our evolutionary and personal • Prepare the Body for Immediate Action: E.g. when
past, in which we sense that something important to our we are afraid, our bodies shut down temporarily
unneeded digestive processes, resulting in saliva
welfare is occurring, and a set of psychological changes
reduction (a dry mouth); blood flows disproportionately
and emotional behaviors begins to deal with the situation.”
to the lower half of the body.
 - Paul Ekman
• Emotions Influence Thoughts: E.g. it is easier to
Emotions occur in response to some kind of stimulus remember happy thoughts when we are happy, and
(actual, imagined, or re-lived) such as: angry times when we are angry. It is difficult to think
• a physical event critically and clearly when we feel intense emotions, but
• a social interaction easier when we are not overwhelmed with emotions.

• remembering or imagining an event • Emotions Motivate Future Behaviors: E.g. once

we have felt the emotion of disgust when drinking the
• talking about, thinking about, or physically reenacting
spoiled milk, we generally work very hard to avoid
a past emotional experience
having those feelings again (checking the expiration
However, the true causes of our emotions differ from date on the label before buying the milk, smelling the
person to person depending on our individual experiences, milk before drinking it).
50 Emotional Intelligence

What is Emotional Intelligence? Why is it important?

Emotional intelligence or VNEQ is the ability to “understand
and manage your own emotions, and those of the people Leaders who can work with others well
around you, “according to Daniel Goleman and American can foster individual, learn and
psychologist renowned as the Godfather of EQ. organizational success.

When we’re in touch with out emotions

80%-90% of the competencies that differentiate top we’re at choice. We are able to take
performers are in the domain of emotional intelligence. control of our emotions and our actions,
–Daniel Goleman rather than letting our emotions control
us.

Emotional Intelligence
Five Characteristics of
What Makes UP
Emotionally Intelligent People
Emotional Intelligence?
1. Change Agents: Aren’t afraid of change or taking risk.
2. Self-Answer: Don’t let weakness hold them back, they know what
Self Reflection they’re feeling
3. Empathetic: Can relate to others.
Self-Soothing 4. Balanced: Know how to maintain balance and practice self care
Empathy 5. Gradous: Glass half-full mentality and they feel good about their
lives.
 Ethics, Integrity & Aptitude 51
B. Interpersonal Functions of Emotions adapt to environments or achieve one’s goal(s). In other
These refer to the role emotions play between individuals words we can say that EI is the practice of:
within a group.
• Understanding our emotions
• Emotional Expressions Facilitate Specific
Behaviors in Perceivers: E.g. People observing • Managing our emotions
fearful faces are more likely to produce approach- • Understanding emotions of others
related behaviors, whereas people who observe angry
• Managing/influencing their emotions
faces are more likely to produce avoidance-related
behaviors. • Using these emotions to inform our decision making to
• Emotional Expressions Signal the Nature of achieve our goals.
Interpersonal Relationships: E.g. Married couple In practical terms, this means being aware that emotions
with discrete expressions of contempt and disgust can drive our behavior and impact people (positively and
shows marital dissatisfaction. negatively), and learning how to manage those emotions
• Emotional Expressions Provide Incentives for – both our own and others – especially when we are under
Desired Social Behavior: E.g. Mother having toy in pressure.
hand if shows joyful expression then baby is more
5.2.2 Definitions
likely to touch the toy compared to when she shows
angry expressions. According to Mayer & Salovey, 1990: Emotional
Intelligence is “The ability to monitor one’s own and others’
C. Social and Cultural Functions of Emotion
feelings and emotions, to discriminate among them and to
These refer to the role that emotions play in the maintenance use this information to guide one’s thinking and actions” It
of social order within a society. implies an ability to recognize the meaning of emotion and
Human social life is complex. Individuals are members their relationships and to reason and to solve problems on
of multiple groups, with multiple social roles, norms, and the basis of them.
expectations, and people move rapidly in and out of the According to Goleman, 1995: Emotional Intelligence
multiple groups of which they are members. In such a is “Understanding one’s own feelings, empathy for the
scenario it is important that our emotions are managed so feeling of others and the regulation of the emotion in a way
that our behavior is socially appropriate and we live in a that enhances living”. A generic competence in perceiving
harmonious and constructive society. emotions both in oneself and in others. This competence
Our cultural background tells us which emotions are ideal also helps regulate emotions and cope effectively with
to have, and which are not. The cultural transmission of emotive situations.
information related to emotions occurs in many ways, Though we have defined EI, substantial disagreement
from child rearers to children, as well as from the cultural exists regarding the definition of EI, with respect to both
products available in our world, such as books, movies, terminology and operationalizations. Currently, there are
ads, and the like. Our culturally moderated emotions can three main models of EI:
help us engage in socially appropriate behaviors, as
• Ability model
defined by our cultures, and thus reduce social complexity
• Mixed model (usually subsumed under trait EI)
and increase social order, avoiding social chaos.
• Trait model
Now we know what emotions are and their utility we can
proceeds to know about emotional intelligence.
A. Ability Model
The ability-based model views emotions as useful
5.2 Emotional Intelligence
sources of information that help one to make sense of and
5.2.1 Introduction navigate the social environment. The model proposes that
individuals vary in their ability to process information of
Emotional intelligence (EI), is the capability of individuals
to recognize their own emotions and those of others, an emotional nature and in their ability to relate emotional
discern between different feelings and label them processing to a wider cognition. This ability is seen to
appropriately, use emotional information to guide thinking manifest itself in certain adaptive behaviors. This model is
and behavior, and manage and/or adjust emotions to developed by Salovey and Mayer’s.
52 Emotional Intelligence

After research definition of EI according to ability model regulate emotions to promote personal growth.’
evolved into ‘The ability to perceive emotion, integrate The model claims that EI includes four types of abilities:
emotion to facilitate thought, understand emotions and to

• Perceiving Emotions: Through facial expression, relationships among emotions. Emotions contain useful
body language, pictures, voices, and so on, a person information. E.g. Disgust is a sign of something going
can recognize the emotions of others. This also includes wrong. People understand emotions know that what is
the individual’s ability to recognize and identify their the cause of the particular emotion, what that emotion
own emotions as well. Perceiving emotions represents means and how is it going to affect the behavior.
a basic aspect of emotional intelligence, as it makes
• Managing Emotions: The ability to regulate emotions in
all other processing of emotional information possible.
both ourselves and in others. Therefore, an emotionally
• Using Emotions: The ability to harness emotions to intelligent person can harness emotions, even negative
facilitate various cognitive activities, such as thinking ones, and manage them to achieve intended goals. As
and problem solving. The emotionally intelligent the highest level of ability in the Ability Model, someone
person can capitalize fully upon his or others changing with high Emotional Intelligence would be expected
moods in order to best fit the task at hand. E.g. If your
to be able to manipulate the moods of themselves or
boss is in good mood then you can go and ask him for
others, essentially harnessing the mood and managing
leave rather than when he is in bad mood.
it to achieve their goals. For example, a supervisor at a
• Understanding Emotions: The ability to comprehend job may recognize that an employee is struggling with
emotional language and to appreciate complicated something emotionally and it is affecting their work.
 Ethics, Integrity & Aptitude 53
The supervisor (if they have a high level of Emotional According to the Bar-On model, emotional-social
Intelligence, according to the Ability Model) may be intelligence is ‘cross-section of interrelated emotional
able to help motivate the employee by meeting their and social competencies, skills and facilitators that
emotional needs through pep talks, a heart-to-heart determine how well we understand and express ourselves,
conversation, or even a spirit of competition – whatever understand others and relate with them, and cope with
that individual employee will respond to. daily demands, challenges and pressures.’
In his model, Bar-On outlines five components of emotional
B. Mixed Model intelligence: intrapersonal, interpersonal, adaptability,
stress management and general mood. Each of these
five components comprise a number of closely related
competencies, skills and facilitators (15 in all), are listed
and briefly defined below.
(a) Intrapersonal (Self-Awareness and Self-
Expression): This meta-factor relates primarily to self-
awareness and self-expression, governing our ability
to be aware of our emotions and ourselves in general,
to understand our strengths and weaknesses, and to
express our feelings and ourselves non-destructively.

• Self-Regard (being aware of, understanding and

accepting ourselves).

• Emotional Self-Awareness (being aware of and

understanding our emotions).

• Assertiveness (expressing our feelings and

ourselves non-destructively).

• Independence (being self-reliant and free of

emotional dependency on others).

• Self-Actualization (setting and achieving goals

(i) Bar-On’s Mixed Model of Emotional Intelligence to actualize our potential).
Reuven Bar-On (2006) developed the first measuring tool of (b) Interpersonal (Social Awareness and Interaction):
emotional intelligence that was used as the term Emotional It relates primarily to social awareness, skills and
Quotient. Bar-On‘s model of emotional intelligence relates interaction. This meta-factor is, essentially, concerned
to the potential for performance and success, rather than with our ability to be aware of others’ feelings, concerns
performance or success itself, and is considered process- and needs, and to be able to establish and maintain
oriented rather than outcome-oriented. It focuses on: cooperative, constructive and mutually satisfying
1. A group of emotional and social abilities, including relationships. They understand, interact with and
the ability to be aware of, understand, and express relate well with others. They inspire trust and function
oneself, and the ability to be aware of, understand, well as part of a team.
and relate to others. • Empathy (being aware of and understanding
2. The ability to deal with strong emotions, and the ability how others feel).
to adapt to change and solve problems of a social or • Social Responsibility (identifying with and
personal nature. feeling part of our social groups).
Bar-On mentioned that emotional intelligence develops
• Interpersonal Relationship (establishing
over time and that it can be improved through training,
mutually satisfying relationships).
programming and therapy.
(c) Stress Management (Emotional Management
Bar-On found that individuals with higher than average
and Control): This component of emotional-social
E.Q.‘s are in general more successful in meeting
intelligence relates primarily to emotional management
environmental demands and pressures and deficiency in
and control and governs our ability to deal with
emotional intelligence can mean a lack of success and the
emotions so that they work for us and not against us.
existence of emotional problems.
54 Emotional Intelligence

• Stress Tolerance (effectively and constructively competencies are not innate talents, but rather learned
managing our emotions). capabilities that must be worked on and can be developed
• Impulse Control (ability to subdue our impulses to achieve outstanding performance. Goleman posits that
in order to achieve longer-term goals). individuals are born with a general emotional intelligence
that determines their potential for learning emotional
(d) Adaptability (Change Management): This meta-
competencies.
factor relates primarily to change management
Goleman defines emotional intelligence as ‘the capacity
i.e., how we cope up with and adapt to personal
for recognizing our own feelings and those of others,
and interpersonal change as well as change in our
for motivating ourselves, for managing emotions well in
immediate environment.
ourselves and in our relationships’.
• Reality Testing (validating our feelings and Self-Awareness: The ability to know one’s emotions,
thinking with external reality). strengths, weaknesses, drives values and goals and
• Flexibility (coping with and adapting to change recognize their impact on others while using gut feelings
in our daily life). to guide decisions.

• Problem Solving (generating effective solutions Competencies:

to problems of an intrapersonal and interpersonal • Emotional Self-Awareness: It is to know what one
nature). feels and why. According to Goleman emotional self
(e) General Mood (Self-Motivation): This meta-factor is awareness is the ability to recognize one‘s emotions
closely associated with self motivation. It determines and their effects on self and others.
our ability to enjoy ourselves, others and life in general, • Accurate Self-Assessment: Self-awareness is key
as well as influences our general outlook on life and to realize one‘s own strengths and weaknesses.
overall feeling of contentment. Individuals who score high in accurate self-
assessment are aware of their abilities and limitations,
• Optimism (having a positive outlook and looking
seek out feedback and learn from their mistakes, and
at the brighter side of life).
know where they need to improve and when to work
• Happiness (feeling content with ourselves, others with others who have complementary strengths.
and life in general).
• Self-Confidence: Self-Confidence is a belief in one‘s
(ii) Daniel Goleman’s Mixed Model own capability to accomplish a task and select an
effective approach to a task or problem. This definition
includes confidence in one‘s ability as expressed
in increasingly challenging circumstances and
confidence in one‘s decisions or opinions.
Self-Management: Involves controlling or redirecting
one’s disruptive emotions and impulses and adapting
to changing circumstances. It is the ability to regulate
distressing affects like anxiety and anger and to inhibit
emotional impulsivity.
Competencies
• Emotional Self-Control: Goleman (1998) identified
emotional self-control as the ability to keep one‘s
impulsive feelings and emotions under control and
restrain from negative actions when provoked, when
faced with opposition or hostility from others, or even
when working under pressure.
• Transparency/Trustworthiness: Transparency,
The model was introduced by Daniel Goleman focuses also referred to as integrity, is having one‘s
on EI as a wide array of competencies and skills that actions consistent with what one says. It includes
drive leadership performance. Goleman’s model outlines communicating intentions, ideas, and feelings openly
main EI constructs. Goleman includes a set of emotional and directly, and welcoming openness and honesty,
competencies within each construct of EI. Emotional even in difficult situations.
 Ethics, Integrity & Aptitude 55
• Conscientiousness: This stands for taking • Inspirational Leadership: Inspirational Leadership
responsibility for personal performance. People who implies a desire to lead others. Inspirational leaders
have this competency are able to meet commitments are able to articulate and arouse enthusiasm for a
and honor promises. They are highly organized and shared vision and mission, to step forward as needed,
careful at work. to guide the performance of others while holding them
accountable, and to lead by example.
• Adaptability: Adaptability is the ability to be flexible
and work effectively within a variety of changing • Influence: Influence is the ability to persuade,
situations and with various individuals or groups. convince, or to impact others in order to get support
on specific agenda or course of action.
• Achievement Orientation: Achievement is not just
• Change Catalyst: This stands for both initiating
accomplishing things. Rather, it is accomplishing
and managing change. People, who act as change
things through one‘s own efforts, against a clear,
catalyst, recognize the need for change and change
challenging standard of excellence. This competency
the status quo of knowledge. They are better known as
is most effectively engaged in situations that provide
champions of change.
immediate, concrete feedback from a credible source.
• Conflict Management: It is the ability to handle difficult
• Initiative: It is the ability to identify a problem, individuals, groups of people, or tense situations with
obstacle, or opportunity and take action in light of that diplomacy and tact. This competency entails finding
to address current or future problems or opportunities.
the best solution to a given problem or disagreement.
Social Awareness: The ability to sense, understand, and
• Building Bonds: This means nurturing instrumental
react to others’ emotions while comprehending social
networks. Social Awareness competencies determine how relationships. People who build bonds are able to
we handle relationships. cultivate and maintain extensive informal networks.

• Empathy: Empathy gives people an astute awareness • Teamwork and Collaboration: Teamwork and
of others’ emotions, concerns, and needs. The Collaboration represents the ability to work cooperatively
empathetic individual can read emotional currents, with others, to be the part of a team, to work together as
picks up nonverbal cues such as tone of voice or facial opposed to working separately or competitively.
expression.

• Organizational Awareness: Organizational

5.3 Significance of EI
Awareness refers to one‘s ability to understand and “If your emotional abilities aren’t in hand, if you don’t have self-
learn the internal and external power relationships awareness, if you are not able to manage your distressing emotions,
in an organization. The organizational awareness if you can’t have empathy and have effective relationships, then
competency includes one‘s ability to identify real no matter how smart you are, you are not going to get very far”.
decision-makers and individuals with influence. —Daniel Goleman
• Service Orientation: Service Orientation is a desire Emotional intelligence has received attentions by scholars
to help or serve others, in order to meet their needs. as well as many organizations in recent times. It is
It means focusing one‘s efforts on discovering suggested that a person should possess a fair amount of
and meeting the customer‘s or client‘s needs and Intelligence Quotient (IQ) along with emotional intelligence
distinguishes star sales performers from average ones. in order to become successful. If you have a high level of
Social Skills/Relationship Management: The ability to emotional intelligence you’ll find it easier to build stronger
inspire, influence, and develop others while managing relationships, create success at work, and achieve your
conflict. The Relationship Management domain contains career and personal goals.
competencies that have the most direct effect on interactions
with other people. In a fundamental sense, the effectiveness Advantages of EI
of one‘s relationship skills hinges on one‘s ability to attune to
• Personal Growth: Research shows that emotionally
or influence the emotions of another person.
intelligent people achieve better results at work, school,
• Developing Others: Developing Others means to and personal life. They are flexible enough to accept
understand people‘s developmental needs and help positive changes in their life for personal growth which
in building their abilities. Although this ability is crucial can be achieved by developing EI competencies.
for those who manage the leading work, it has also
emerged as a vital skill for effective leadership at high • Manage Relationships: By understanding your
levels. emotions and how to control them, we are better able
56 Emotional Intelligence

to express that how you feel and understand how optimistic. Emotionally intelligent person can motivate
others are feeling. This allows you to communicate his attitude for himself and for others which produces
more effectively and forge stronger relationships, both better results at work and in personal life.
at work and in your personal life.

• Optimism: It helps us to control our negative emotions

5.4 Emotional Intelligence at
so that we can maintain positive attitude even in Work Place
adverse situations. “Many people with IQs of 160 work for people with IQs of 100, if
the former have poor intrapersonal intelligence and the latter
• Decision Making: Many researchers agree that the
have a high one.”
key to good decision making is the combination of
both thinking and feeling in one‘s decisions. Positive —Daniel Goleman
moods and emotions help for better decision making. While there are many benefits to having high intelligence,
With positive emotions people can develop problem- many managers, supervisors, and other workers,
solving skills and take good decisions quickly. particularly those who work in businesses in which
interpersonal relationships are the key, have become
• Conflict Resolution: Emotionally Intelligent person
keenly aware that workplace success may depend on
can handle difficult individuals, groups of people, or their ability to use another invaluable personality trait i.e.
tense situations with diplomacy and tact. He can find emotional intelligence. In certain environments, employees
the best solution to a given problem or disagreement. with high emotional intelligence may be better able to
• Negotiation: It is an emotional process. By proper use cooperate with others, manage work-related stress, solve
of emotions and understanding moods of oneself and conflicts that may arise within workplace relationships, and
others, one can manage their conflict and stressful learn from previous interpersonal mistakes.
situations. A person can be successful in negotiations
if he has an active listening techniques and skill of Importance of EI at Workplace
reading non-verbal cues.
• Relationship Management: Person with EI can
• Mental Health: It helps us to manage our emotions understand and manage his own and others emotions
which means we can also manage stress. It keeps us effectively. This helps to build better relationships
protected from the depression and anxiety. One can between colleagues, between directors and staff, Also
handle pressure with ease. helps to build relationships between the organization
• Physical Health: If we are unable to manage and its customers, stakeholders, suppliers,
stress levels, it can lead to serious health problems. competitors, networking contacts.
Uncontrolled stress can raise blood pressure, • Motivational Leadership/Management: Managers
suppress the immune system, and increase the risk of with high EI can motivate their staff, create conducive
heart attack and stroke. Thus EI can help us to manage work environment, build an effective team and help staff
stress levels and maintain good physical health. to achieve personal as well as organizational goals.
• Can Get You Job: When it comes to gauging job • Negotiations: Employees with better EI can deal with
candidates, many companies now view emotional
a trading partner, competitor, customer or colleagues;
intelligence as being as important as technical ability
understand their point of view and find win-win solution
and require EQ testing before hiring.
for all.
• Improve Performance at Work: Emotional intelligence
• Human Resource Management: HR managers have
can help you navigate the social complexities of the
to deal with employees, understand their problems and
workplace, lead and motivate others, and excel in your
redress the grievances. This requires HR managers to
career.
have high EI.
• Manage Change: World today is changing at very
• Improve Performance at Work: Emotional intelligence
fast pace. Technology, workplace culture or even
can help you navigate the social complexities of the
relationships within family and society are undergoing
changes. EI helps us to manage such changes more workplace, lead and motivate others, and excel in your
confidently. career.

• Motivation and Creativity: Moods and emotions affect • Job Satisfaction: Individuals with high emotional
our mind. When we feel good about ourselves, we find intelligence are optimistic, can easily adapt to work
the world around us a great motivator. This motivation environment, help to create healthy work environment.
helps us to express our personality better, creative and This leads to higher job satisfaction.
 Ethics, Integrity & Aptitude 57
• Hiring: In recent times, entry-level hires are tested Each and every step of the interaction must display
for their EI. Stakeholders who are identified as high levels of emotional intelligence on the part of the
having high leadership potential might deliver better public servant. Otherwise customer satisfaction is
results if emotional intelligence is made part of their likely to suffer and the perception of the government
development process. service is likely to be viewed as negative.
• Accept Challenges and Changes: Competition at • Service Orientation: Service Orientation is a desire
workplace has increased and many changes are to help or serve others, in order to meet their needs.
taking place in work environment. Employees with Emotionally intelligent public servant will be more
high EI tend to come out of comfort zone and align service oriented because of empathy they have
their skills and mindset according to the requirements towards the problem of citizens.
of organization and thus act as a valuable resource.
• Organizational Awareness: Bureaucrats have to
• Family-Work Life Balance: With higher EI a person can work in complex government organization. EI helps to
understand his family and work needs, manage stress understand and learn the internal and external power
and avoid any conflict between work and family life. relationships in an organization. It helps to identify real
decision-makers and individuals with influence.
5.5 Emotional Intelligence in
• Pressure Handling: Today work environment for
Governance civil services is much more complex and demanding.
Governance today is beset with numerous problems, Bureaucrats face constant work pressure. EI helps to
challenges and for effective governance we need public handle such pressure.
servants with high EI.
• Conflict Management: Civil servants’ personal values
Governance today cannot be done effectively by adhering
only to Max Weber’s Model. His model of human nature and organizational values can be in conflict. He may
assumes that efficiency and effectiveness are harmed if not agree with decisions of superiors. In such cases,
human emotions influence the rational actions of public conflict can be resolved by using EI.
administrators. Emotions are not intelligent and are • Handling Media: Constant monitoring of media
opposed to reason. They are irrational, unproductive and and provocative questions need to be handled with
subjective. Emotions should never guide administrative
equanimity of mind which requires EI.
actions.
However, we must understand that all governance is • Handling Recent Challenges: EI has become
people governance. All public service is people service. important for governance to tackle following challenges
People have emotions and hence only emotionally in the governance.
intelligent public servants can bring effective governance. • Quick politicization of issues.

Importance of EI in Governance • Citizen awareness and constant vigil by internet

and social media.
• Leadership and Teamwork Improvement:
Governance is a work of team working under the • Inner dissent and conflicts over policies and
particular public officer. Emotionally intelligent leader implementation.
can influence his team, ensure that co-workers feel • Increased tendency on part of the people to resort
appreciated and understood, helps to enhance their to agitation and aggression.
devotion and enthusiasm for work.

• Better Service Delivery: Emotionally intelligent public 5.6 Emotional Intelligence and
servants can understand what citizens want and
Leadership
provide services effectively. To engage successfully
in emotional labor adequate levels of emotional Though emotional intelligence may not be necessary for
intelligence is an absolute prerequisite. Case workers, every type of job, it can be a vital trait for most people
public health nurses, receptionists, counter clerks, in leadership positions. To be effective leaders in the
public school teachers, etc. are required to sense workplace, managers, supervisors, and other authority
emotions in others, while at the same time they need figures must be able to function productively with people
to manage their own feelings. Moreover, they must under their charge. A good leader is able to create the
use this knowledge wisely to coordinate their further type of work environment where each person feels relevant
actions to reach the intended goal with their client. and motivated to succeed.
58 Emotional Intelligence

Importance of EI in Leadership self-serving motives may toy with the emotions of their
employees, using them to climb the corporate ladder
• Inspire Others: Leaders with emotional intelligence with little regard for their workers’ long-term welfare.
are able to articulate and arouse enthusiasm for a
shared vision and mission, to step forward as needed, • Compromising Actions: When we are emotionally
to guide the performance of others while holding them intelligent, we are keenly aware of how others feel in
accountable, and to lead by example. any given situation. While this can be a huge gift, it can
also lead us to choose poorly due to your own feelings.
• Relationship Management: Leaders with high
emotional intelligence are able to use their social E.g. say your boss asks you to slightly fudge financial
skills to foster rapport and trust with their employees. numbers, which you know is wrong. But you can tell
Effective leaders seek to understand and connect that he’s struggling emotionally with the situation
emotionally with their staff—genuinely sharing in their because his job is on the line. Even though you know
joys as well as their concerns. you shouldn’t, you may be tempted to do what he asks
because you feel the weight of his emotions.
• Team Building: They can have harmonious relationship
within the team. They tend to view their team members • Prevention of Critical Thinking of Others:
as individuals with unique abilities, backgrounds, and Emotionally intelligent people know how to work on a
personalities, rather than as a uniform collective. crowd. They can use emotions, words and even facial
expressions for maximum impact. Rather than helping
• Conflict Management: Work relationships may people engage a problem with critical thinking, they
experience problems sooner or later. When conflict motivate by emotion, which in turn can lead to poor
arises, leaders with high emotional intelligence may decisions.
be better able to control their own impulses, view the
situation from all perspectives, and seek mutually • Difficulty in giving and Receiving Negative
beneficial solutions. Feedback: High interpersonal sensitivity and empathic
concern may make it hard for emotionally intelligent
• Transparency: Emotionally intelligent leaders are person to deliver critical or negative feedback to
transparent and are not afraid to admit when they are others. Also highly adjusted and cool-headed that
wrong. They are also more likely to try to improve work they may be indifferent to any negative feedback they
relationships. receive.
• Flexibility and Adaptability: Emotionally intelligent • Risk Aversion: Most innovative ventures require
leaders are flexible and adaptable. They change their a balance between risk taking and risk avoidance.
decisions according to demand of situation and ready People with emotional intelligence are likely to play it
to accept viewpoints of others. safe and avoid bold choices. This is because high EQ
is associated with higher levels of conscientiousness.
5.7 Downsides of Emotional • May Lead to Low Creativity: Creativity has long been
Intelligence associated with attributes that are characteristic of
Though emotional intelligence is usually painted in a low EI: artistic moodiness, non conformism, hostile
positive light and is often considered to be a valuable impulsivity, and an excitable (“up-and-down”)
personality trait, a balanced view of the concept can be personality. This may lead to low creativity in person
important. Emotional intelligence, like any other skill or with high emotional intelligence.
talent, may be used positively or negatively depending on
• Emotional Skills may not be Valued: One may feel
the intentions of the person wielding the ability. Although
that people simply don’t value emotional intelligence
the downside of higher EQ remains largely unexplored,
like they should. Jobs that are more numbers or data
there are many reasons for being cautious about a one-
driven, such as accounting or computer science,
size-fits-all or higher-is-always-better take on EQ.
tend to place more value on analytical abilities than
Following can be possible disadvantages of high EI: emotional ones. As such, one may find emotional
• Manipulation: Emotional intelligence may also intelligence unfortunately dismissed by some
tempt us to manipulate others, either intentionally or individuals. In these cases, one may be tempted to
accidentally. Emotions are highly motivating. They get discouraged or frustrated, feeling that your input
can be used to apply pressure to people to perform and ideas aren’t wanted.
certain actions. Business leaders with high EQ and
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