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Leadership Soft-skills Through Emotional Intelligence - Project Management Institute 2010
 

Leadership Soft-skills Through Emotional Intelligence - Project Management Institute 2010

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Emotional Intelligence at Work: The why, what, and how of leadership soft-skills.

Emotional Intelligence at Work: The why, what, and how of leadership soft-skills.

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    Leadership Soft-skills Through Emotional Intelligence - Project Management Institute 2010 Leadership Soft-skills Through Emotional Intelligence - Project Management Institute 2010 Presentation Transcript

    • Emotional Intelligence at Work:The why, what, and how of leadership soft-skills Presented by Paul Wood OPRA Consulting Group
    • Who are OPRA?HR and IO PSYCHOLOGY SOLUTIONS EXPERTS  Specialists in the delivery of practical and robust HR and IO Psychology solutions  Vibrant, dedicated and expert team of professionals and associates who continually deliver research based, commercially sound products and services
    • Agenda• The State of Play  The Performance/Productivity Relationship• Emotional Intelligence  What does the research say?  What is Emotional Intelligence?  Emotional Intelligence defined and quantified• Recap
    • The State of Play• Productivity:  Managerial soft-skills impact upon perceptions of effective leadership  Effective leadership leads to increased productivity and morale  Perceptions of workplace injustice occur when people don’t feel they are treated fairly  Feelings of victimisation lead to counterproductive behaviour• Turnover:  People join organisations and leave managers!  64% of NZ employees are considering organisational change in the next 12 months  Talent is mobile!
    • The Performance/Productivity Relationship -$10k $10k $30k $50k $70k $90k $110k
    • Research shows Emotional Intelligence: • Leadership effectiveness • Recruitment and retention • Teamwork • Innovation • Performance, productivity, satisfaction, and loyalty • Sales and customer service
    • Emotional Intelligence is… • Have you ever …  Decided not to hire or trust someone because “something just didn’t feel right”  Not asked someone for a favour when they were having “a bad day”? • Feelings also play a large role in our outward displays and behaviours. They help define our …  Use of words  Tone of voice  Body language  Facial expressions
    • Genos Model• Best practice development• Research based• Coachable skills
    • (1) Emotional Self-Awareness Self-Awareness: The ability to perceive and understand one’s own emotionsPeople high in this dimension… – Are “in-tune” with their moods, feelings and emotions at work. – Demonstrate greater awareness of how their emotions may be influencing their thoughts and decisions. – Demonstrate greater awareness of how their emotions may be influencing their behaviours and performance at work. – Are “in-tune” with how their demeanour and behaviour may be impacting on Rob Fyfe colleagues.
    • (2) Emotional ExpressionExpression:The skill of effectively expressing one’s own emotionsPeople high in this dimension… – Effectively communicate how they feel about various issues at work; that is, in the right way, to the right degree and at the right time. – Effectively utilise non-verbal emotional cues e.g., body language, tone of voice etc, to communicate how they feel. – Create greater understanding about themselves amongst their colleagues. – Are often described by colleagues as Jim Carrey “genuine and trustworthy”.
    • (3) Emotional Awareness of Others Awareness of others: The skill of perceiving and understanding others emotionsPeople high in this dimension… – Are adept at reading others’ non-verbal emotional cues at work. – Understand what typically makes people feel various ways in the workplace. – Are adept at reading others’ emotional/mood states at work, e.g., bored or stressed with a given task, environment etc. Ricky Jervais, (aka“Martin Brent” from The Office)
    • (4) Emotional Reasoning/Decision Making Reasoning/Decision Making:The skill of using emotional information (from self and others) inreasoning and decision-makingPeople high in this dimension… – Consult others’ feelings on issues at work to help derive solutions. – Consider their own feelings on issues at work when decision-making. – Account for the emotional/mood state of others prior to interacting or communicating with them. – Achieve greater buy-in to decisions they Spock implement in the workplace.
    • (5) Emotional Self-Management Self- Management: The skill of regulating and managing one’s own emotions.People high in this dimension… – Maintain an optimistic and positive disposition at work. – Move on quickly from events that cause them adversity. – Don’t ruminate on issues. – Cope well with occupational stress. – Implement strategies to help them maintain positive moods and emotions in the workplace. Nelson Mandela
    • (6) Emotional Management of OthersManagement of Others:The skill of influencing the moods and emotions of others.People high in this dimension… – Create environments that make people feel more optimistic and positive in the workplace. – Communicate and interact in ways that motivate and engage others at work. – Help others see things from different perspectives. – Help people identify more effective ways of responding (behaving) to events that are causing them adversity. Dalai Lama
    • (7) Emotional Self-ControlSelf-Control:The skill of effectively controlling strong emotions experiencedat work (within one’s self).People high in this dimension… – Have a long “fuse”. – Overcome anger at work by thinking through what’s causing it. – Find it easy to concentrate on a task when really excited or upset about something. – Express anger and other strong emotions in the right way, at the right time, and with the right person. Gordon Ramsey
    • To Recap…• Talented people will not work as productively for ineffective leaders, and they’ll leave them!• Organisations can not afford reduced productivity or a loss of talent• Emotional intelligence is a crucial component of effective leadership• Emotionally intelligent behaviour can be coached and developed
    • Questions and Comments?