EI - An Overview
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Emotional Intelligence - An Overview

Emotional Intelligence - An Overview

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EI - An Overview Presentation Transcript

  • 1. Emotional Intelligence in the Workplace An Overview
  • 2. References
    • Material in this presentation is sourced from research conducted by Daniel Goleman. For further information please refer to:
    • Emotional Intelligence. Why it can matter more than IQ .
    • Daniel Goleman. Bloomsbury. 1996
    • Working with Emotional Intelligence.
    • Daniel Goleman. Bloomsbury. 1998
    • What Makes a Leader.
    • Daniel Goleman Harvard Business Review Press. 2011 (originally 1996)
  • 3. Emotional Intelligence
    • Understanding yourself, your goals, intentions, responses, and behaviour.
    • Understanding others, and their feelings.
    • A group of 5 skills that enable the best leaders to maximize their own and their follower’s performance
    • Self-Awareness
    • Self-Regulation
    • Motivation
    • Empathy
    • Social skills
  • 4. Self-Awareness
    • Definition: Knowing one’s emotions, strengths, weaknesses, drives, values and goals – and their impact on others.
    • Hallmarks:
    • Self-confidence
    • Realistic self-assessment
    • Self-deprecating sense of humour
    • Thirst for constructive criticism
  • 5. Self-Awareness
    • Example: A manager knows tight deadlines bring out the worst in him. So he plans his time to get work done well in advance.
  • 6. Self-Regulation
    • Definition: Controlling or redirecting disruptive emotions and impulses.
    • Hallmarks:
    • Trustworthiness
    • Integrity
    • Comfort with ambiguity and change
  • 7. Self-Regulation
    • Example: When a team botches a presentation, its leader resists the urge to scream, instead, she considers possible reasons for the failure, explores the consequences to her team, and explores solutions with them.
  • 8. Motivation
    • Definition: Being driven to achieve for the sake of achievement.
    • Hallmarks:
    • A passion for the work itself and for new challenges.
    • Unflagging energy to improve.
    • Optimism in the face of failure.
  • 9. Motivation
    • Example: A portfolio manager at an investment company sees his fund tumble for three consecutive quarters. Major clients defect. Instead of blaming external circumstances, she decides to learn from the experience – and engineers a turnaround.
  • 10. Empathy
    • Definition: Considering others’ feelings, especially when making decisions.
    • Hallmarks:
    • Expertise in attracting and retaining talent.
    • Ability to develop others.
    • Sensitivity to cross-cultural differences.
  • 11. Empathy
    • Example: An American consultant and her team pitch a project to a potential client in Japan. Her team interprets the client’s silence as disapproval, and prepares to leave. The consultant reads the client’s body language and senses interest. She continues the meeting, and her team gets the job.
  • 12. Social Skill
    • Definition: Managing relationships to move people in desired directions.
    • Hallmarks:
    • Effectiveness in leading change
    • Persuasiveness
    • Extensive networking
    • Expertise in building and leading teams
  • 13. Social Skill
    • Example: A manager wants his company to adopt a better internet strategy. He finds kindred spirits and assembles a de facto team to create a prototype web site. He persuades allies in other divisions to fund the company’s participation in a relevant convention. His company forms an internet division and puts him in charge of it.
  • 14. Summary
    • Successful leaders have highly developed emotional intelligence.
    • They have self –awareness – they know their strengths, weaknesses, drives, values and impact on others.
    • They have self-regulation – they control or redirect disruptive impulses and moods.
    • They have motivation – they relish achievement for its own sake.
    • They have empathy – they understand other people’s emotional make-up.
    • They have social skill – they build rapport with others to move them in desired directions.