题目内容：
A．Someofthegreatestmomentsinhumanhistorywerefueledbyemotionalintelligence.WhenMartinLutherKing,Jr.presentedhisdream,hechosethelanguagethatwouldstirtheheartsofhisaudience.Dr.Kingdemonstratedremarkableskillinmanaginghisownemotionsandinsparkingemotionsthatmovedhisaudiencetoaction.Recognizingthepowerofemotions,anotheroneofthemostinfluentialleadersofthe20thcenturyspentyearsstudyingtheemotionaleffectsofhisbodylanguage.Practicinghishandgesturesandanalyzingimagesofhismovementsallowedhimtobecome"anabsolutelyattractivepublicspeaker,"saysthehistorianRogerMoorhouse--"itwassomethingheworkedveryhardon."HisnamewasAdolfHitler.
B.Sincethe1995publicationofDanielGoleman'sbestseller,emotionalintelligencehasbeenadvocatedbyleaders,policymakers,andeducatorsasthesolutiontoawiderangeofsocialproblems.Ifwecanteachourchildrentomanageemotions,theargumentgoes,we'llhavelessbullyingandmorecooperation.Ifwecancultivateemotionalintelligenceamongleadersanddoctors,we'llhavemorecaringworkplacesandmoresympathetichealthcare.
Asaresult,emotionalintelligenceisnowtaughtwidelyinsecondaryschools,businessschools,andmedicalschools.
C．Emotionalintelligenceisimportant,buttheunbridled(无拘束的)enthusiasmhasobscuredadarkside.Newevidenceshowsthatwhenpeoplepracticetheiremotionalskills,theybecomebetteratmanipulatingothers.Whenyou'regoodatcontrollingyourownemotions,youcandisguiseyourtruefeelings.Whenyouknowwhatothersarefeeling,youcantug(拨动)attheirheartstringsandmotivatethemtoactagainsttheirownbestinterests.Socialscientistshavebeguntodocumentthisdarksideofemotionalintelligence.
IntheemergingresearchledbyUniversityofCambridgeprofessorJochenMenges,whenaleadergaveaninspiringspeechfilledwithemotion,theaudiencewaslesslikelytoexaminethemessagecarefullyandrememberedlessofthecontent.Ironically,audiencemembersweresomovedbythespeechthattheyclaimedtorecallmoreofit.
D．Leaderswhomasteremotionscanrobusofourcapacitiestoreason.Iftheirvaluesareoutofstepwithourown,theresultscanbeveryserious.Newevidencesuggeststhatwhenpeoplehaveself-servingmotives,emotionalintelligencebecomesaweaponformanipulatingothers.InastudyledbytheUniversityofTorontopsychologistStrphanecrtr,universityemployeesfilledoutasurveyabouttheirMachiavellian(马基雅维利主义的；不择手段的)tendencies,andtookatestmeasuringtheirknowledgeabouteffectivestrategiesformanagingemotions.Then,Cote'steamassessedhowoftentheemployeesdeliberatelyunderminedtheircolleagues.TheemployeeswhoengagedinthemostharmfulbehaviorswereMachiavellianswithhighemotionalintelligence.Theyusedtheiremotionalskillstodemean(贬低)andembarrasstheirpeersforpersonalgain.
E．ShiningalightonthisdarksideofemotionalintelligenceisonemissionofaresearchteamledbyUniversityCollegeLondonprofessorMartinKilduff.
Accordingtotheseexperts,emotionalintelligencehelpspeopledisguiseonesetofemotionswhileexpressinganotherforpersonalgain.Emotionallyintelligentpeople"intentionallyshapetheiremotionstofabricatefavorableimpressionsofthemselves,"ProfessorKilduff'steamwrites."Thestrategicdisguiseofone'sownemotionsandthemanipulationofothers'emotionsforstrategicendsarebehaviorsevidentnotonlyonShakespeare'sstagebutalsointheofficesandcorridorswherepowerandinfluencearetraded."
F．Ofcourse,peoplearen'talwaysusingemotionalintelligenceforimmoralends.Moreoftenthannot,emotionalskillsaresimplyinstrumentaltoolsforgoalaccomplishment.InastudyofemotionsattheBodyShop,aresearchteamledbyStanfordprofessorJoanneMartindiscoveredthatfounderAnitaRoddickusedemotionstoinspireheremployeestofundraiseforcharity.AsRoddickexplained,"Wheneverwewantedtopersuadeourstafftosupportaparticularprojectwealwaystriedtobreaktheirhearts."However,Roddickalsoencouragedemployeestobestrategicinthetimingoftheiremotionexpressions.Inonecase,afternoticingthatanemployeeoften"breaksdownintearswithfrustration,"Roddicksaiditwasacceptabletocry,but"Itoldherithastobeused.Isaid,'Here,cryatthispointinthe...meeting.'"WhenviewingRoddickasanexemplarofanemotionallyintelligentleader,itbecomesclearthatthere'safinelinebetweenmotivationandmanipulation.
G．Insettingswhereemotionsaren'trunninghigh,emotionalintelligencemayhavehiddencosts.Recently,psychologistsDanaJosephoftheUniversityofCentralFloridaandDanielNewmanoftheUniversityofIllinoiscomprehensivelyanalyzedeverystudythathaseverexaminedthelinkbetweenemotionalintelligenceandjobperformance.Acrosshundredsofstudiesofthousandsofemployeesin191differentjobs,emotionalintelligencewasn'tconsistentlylinkedwithbetterperformance.Injobsthatrequiredextensiveattentiontoemotions,higheremotionalintelligencetranslatedintobetterperformance.Salespeople,real-estateagents,call-centerrepresentatives,andcounselorsallexcelledattheirjobswhentheyknewhowtoreadandregulateemotions--theywereabletodealmoreeffectivelywithstressfulsituationsandprovideservicewithasmile.
H．However,injobsthatinvolvedfeweremotionaldemands,theresultsreversed.Themoreemotionallyintelligentemployeeswere,thelowertheirjobperformance.Formechanics,scientists,andaccountants,emotionalintelligencewasadisadvantageratherthananasset.Althoughmoreresearchisneededtounpacktheseresults,onepromisingexplanationisthattheseemployeeswerepayingattentiontoemotionswhentheyshouldhavebeenfocusingontheirtasks.Ifyourjobistoanalyzedataorrepaircars,itcanbequitedistractingtoreadthefacialexpressions,vocaltones,andbodylanguagesofthepeoplearoundyou.Insuggestingthatemotionalintelligenceiscriticalintheworkplace,perhapswe'veputthecartbeforethehorse(本末倒置).
I.MorethantwodecadeshavepassedsincepsychologistsPeterSaloveyatYaleandJohnMayerattheUniversityofNewHampshireintroducedtheconceptofemotionalintelligencein1990.Whyhasittakenussolongtodevelopamorenuancedview?AfterDanielGolemanpopularizedtheideain1995,manyresearchersproceededtoconductstudiesthatwerefatallyflawed(有缺陷的).
J．Thankstomorerigorous(严密的)researchmethods,thereisgrowingrecognitionthatemotionalintelligence--likeanyskill--canbeusedforgoodorevil.Soifwe'regoingtoteachemotionalintelligenceinschoolsanddevelopitatwork,weneedtoconsiderthevaluesthatgoalongwithitandwhereit'sactuallyuseful.AsProfessorKilduffandcolleaguesputit,itishightimethatemotionalintelligenceis"separatedfromitsassociationwithdesirablemoralqualities."
Theconceptofemotionalintelligencewasintroducedmorethan20yearsagobyPeterSaloveyandJohnMayer.
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