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Question 26 & 34 Presentation Transcript

  • 1. QUESTION 26 :Explain the important domains of EmotionalIntelligence
  • 2. Emotional Intelligence (EI) skills by four quadrants ofDaniel Goleman (1995)Self-awareness1.Emotional self-awareness2. Accurate self-assessment3. Self-confidenceSelf-management1.Emotional self-control2.Transparency3.Adaptability4.Achievement orientation5.Initiative6.OptimismSocial Awareness1.Empathy2.Organizational awareness3.Service OrientationRelationship management1.Developing others2.Inspirational leadership3.Change catalyst4.Influence5.Conflict management6.Teamwork & collaboration
  • 3. 1) Emotional Awarenessa.Know which emotions they are feeling & whyb.Realize the links between their feelings & what they think, do &sayc.Recognise how their feelings affect their performanced.Have a guiding awareness of their values & goals2) Accurate Self-Assessmenta.Aware of their strengths & weaknessesb.Learn from experiencec.Open to feedback, continuous learning & self developmentd.Able to show a sense of humour & perspective about themselves
  • 4. 3) Self- Confidencea.Present themselves with self-assuranceb.Can voice unpopular views in order to do what is rightc.Are decisive & able to make sound decisions despite uncertainties & pressuresStrategies to increase the self-awareness1.Quit treating your feelings as Good or Bad2.Observe the ripple effect from your emotions3.Lean into your discomfort4.Feel your emotions physically5.Know who and what pushes your buttons6.Keep a journal about your emotions7.Don’t be fooled by a bad mood or a good mood either.8.Stop and ask yourself why you do the things you do9.Check yourself10.Spot your emotions in books, movies, and music11.Seek feedback12.Get to know yourself under stress
  • 5. Self-Management1) Emotional Self-Controla.Manage their impulsive & distressing feelings wellb.Stay calm & positive in a crisisc.Think clearly & stay focus under pressure2) Transparencya.Act ethically at all timesb.Build trust through their reliability & authenticityc.Admit their own mistakes & confront un-ethical behavior in othersd.Take tough decisions even if they are unpopular
  • 6. 3) Adaptabilitya.Smoothly handle multiple demands, shifting priorities & rapidchangeb.Adapt their responses & tactics to meet fluid circumstancesc.Are flexible in how they see & respond to events4) Achievement Orientationa.Are results orientated with a high drive to meet their objectives& standardsb.Set challenging goals & take calculated risksc.Pursue data & information to reduce uncertainty & find ways todo betterd.Learn how to improve their performance
  • 7. 5) Initiativea.Are ready to seize opportunitiesb.Pursue goals beyond what is expected or required of themc.Cut through ‘red tape’ in order to get the job doned.Mobilize others through unusual, enterprising efforts6) Optimisma.Persist in attaining goals despite obstacles & setbacksb.Operate from ‘hope of success’, rather than ‘fear of failure’c.See setbacks as manageable circumstances – not personalflaw
  • 8. 1) Empathya.Are attentive to emotional cues & listen wellb.Show sensitivity & understand other people’s perspectivesc.Help out based on other peoples needs & feelings2) Organizational Awarenessa.Ability to recognize both the social and political dynamicsthat occur on teams, in businesses and even communities.b.Read key power relationships, and then make effective useof these relationships to achieve desired results.3) Service Orientationa.Anticipating, recognizing, and meeting customers needs
  • 9. Relationship Management1) Developing Othersa.Acknowledge & reward other peoples strengths, achievements& developmentb.Offer useful feed back & identify peoples needs fordevelopmentc.Mentor, give timely coaching & offer assignments thatchallenge & grow a person’s skills2) Inspirational Leadershipa.Ability to create a clear and compelling vision that maps theircompany’s future direction.b.providing a vision that motivates others.
  • 10. 3) Change Catalysta.Recognizing the need for change and supporting the process4)Influencea.Persuading others5)Conflict Managementa.Settling disputes, differences of opinion and misunderstanding6)Teamwork & Collaborationa.Building effective teams
  • 11. COMMUNICATION SKILLSQuestion 34 :What communication skills should be practiced by aleader in an organization ?
  • 12. CommunicationCommunication is the exchange and flow of information and ideas from one person toanother; It involves a sender transmitting an idea, information, or feeling to a receiverStudying the communication process is important because you coach, coordinate,counsel, evaluate, and supervise throughout this process. It is the chain ofunderstanding that integrates the members of an organization from top to bottom,bottom to top, and side to side.Active Listening Hearing and listening are not the same thing. Hearing is the act of perceivingsound. It is involuntary and simply refers to the reception of aural stimuli.Listening is a selective activity which involves the reception and theinterpretation of aural stimuli. It involves decoding the sound into meaning. Listening is divided into two main categories: passive and active. Passivelistening is little more that hearing. It occurs when the receiver of the messagehas little motivation to listen carefully, such as when listening to music, storytelling, television, or when being polite.
  • 13. Active Listening requires the receiver to hear the various messages, understand themeaning, and then verify the meaning by offering feedback.The following are a few traits of active listeners: Spend more time listening than talking. Do not finish the sentences of others. Do not answer questions with questions. Are aware of biases. We all have them. We need to control them. Never daydreams or become preoccupied with their own thoughts when otherstalk. Let the other speakers talk. Do not dominate the conversations. Plan responses after the others have finished speaking, NOT while they arespeaking. Provide feedback, but do not interrupt incessantly. Analyze by looking at all the relevant factors and asking open-ended questions.Walk others through by summarizing. Keep conversations on what others say, NOT on what interests them. Take brief notes. This forces them to concentrate on what is being said.
  • 14. FeedbackThe purpose of feedback is to alter messages so the intention of the originalcommunicator is understood by the second communicator. It includes verbal andnonverbal responses to another persons message. Providing feedback is accomplished by paraphrasing the words of the sender.Restate the senders feelings or ideas in your own words, rather than repeatingtheir words. Your words should be saying, “This is what I understand your feelings to be, amI correct?We make judgments more often than we try to understand: Evaluative: Making a judgment about the worth, goodness, or appropriateness ofthe other persons statement. Interpretive: Paraphrasing — attempting to explain what the other personsstatement means. Supportive: Attempting to assist or bolster the other communicator. Probing: Attempting to gain additional information, continue the discussion, orclarify a point. Understanding: Attempting to discover completely what the other communicatormeans by her statements.
  • 15. Nonverbal Behaviors of CommunicationEye contact: helps to regulate the flow of communication. It signals interest inothers and increases the speakers credibility.Gestures: If you fail to gesture while speaking you may be perceived as boring andstiff. A lively speaking style captures the listeners attention.Posture and body orientation: You communicate numerous messages by the wayyou talk and move. Standing erect and leaning forward communicates to listenersthat you are approachable, receptive and friendly.Proximity: Cultural norms dictate a comfortable distance for interaction with others.You should look for signals of discomfort caused by invading the other personsspace. Some of these are: rocking, leg swinging, tapping, and gaze aversion.Vocal: Speaking can signal nonverbal communication when you include such vocalelements as: tone, pitch, rhythm, timbre, loudness, and inflection.For maximum teaching effectiveness, learn to vary these six elements of yourvoice. One of the major criticisms of many speakers is that they speak in amonotone voice. Listeners perceive this type of speaker as boring and dull.
  • 16. Speaking Hints When speaking or trying to explain something, ask the listeners ifthey are following you. Ensure the receiver has a chance to comment or ask questions. Try to put yourself in the other persons shoes — consider thefeelings of the receiver. Be clear about what you say. Look at the receiver. Make sure your words match your tone and body language(nonverbal behaviors). Vary your tone and pace. Do not be vague, but on the other hand, do not complicate what youare saying with too much detail. Do not ignore signs of confusion.