Binets’ IQ Scale measured only mathematical / logical & verbal/linguistic dimensions of intelligence.Howard Gardner (1983) “Frames of Mind: The Theory of Multiple Intelligences”
Self-Awareness – Recognise & understand their moods, emotions & needs. Perceive & anticipate how their actions affect others. Comfortable talking about & admitting their limitations.; know when to ask for help. Self-Regulation – Ability to control & redirect emotional outbursts & other impulsive behavior. Ability to suspend judgment; think through the consequences of behavior rather than act on impulse.Self-Motivation – Stifling impulses, directing emotions towards personal goals & delaying gratification. Remain optimistic even when they do not achieve their goals.Empathy – Ability to understand & be sensitive to feelings, thoughts & situations of others. Social Skill – Ability to manage others; emotions. Ability to build network & rapport.
EMOTIONAL AWARENESSPeople with this competence:Know which emotions they are feeling and why Realize the links between their feelings and what they think, do, and say Recognize how their feelings affect their performance Have a guiding awareness of their values and goals ACCURATE SELF-ASSESSMENTPeople with this competence are:Aware of their strengths and weaknesses Reflective, learning from experience Open to candid feedback, new perspectives, continuous learning, and self-development Able to show a sense of humor and perspective about themselves SELF-CONFIDENCEPeople with this competence:Present themselves with self-assurance; have “presence”Can voice views that are unpopular and go out on a limb for what is right Are decisive, able to make sound decisions despite uncertainties and pressures
SELF-CONTROLPeople with this competence:Manage their impulsive feelings and distressing emotions well Stay composed, positive, and unflappable even in trying moments Think clearly and stay focused under pressure TRUSTWORTHINESSPeople with this competence:Act ethically and are above reproach Build trust through their reliability and authenticity Admit their own mistakes and confront unethical actions in others Take tough, principled stands even if they are unpopular CONSCIENTIOUSNESSPeople with this competence:Meet commitments and keep promises Hold themselves accountable for meeting their objectives Are organized and careful in their work ADAPTABILITYPeople with this competence:Smoothly handle multiple demands, shifting priorities, and rapid change Adapt their responses and tactics to fit fluid circumstances Are flexible in how they see events INNOVATIVENESSPeople with this competence:Seek out fresh ideas from a wide variety of sources Entertain original solutions to problems Generate new ideas Take fresh perspectives and risks in their thinking
ACHIEVEMENT DRIVE: People with this competence:Are results-oriented, with a high drive to meet their objectives and standards Set challenging goals and take calculated risks Pursue information to reduce uncertainty and find ways to do better Learn how to improve their performance COMMITMENT: People with this competence:Readily make personal or group sacrifices to meet a larger organizational goal Find a sense of purpose in the larger mission Use the group’s core values in making decisions and clarifying choices Actively seek out opportunities to fulfill the group’s mission INITIATIVE: People with this competence:Are ready to seize opportunities Pursue goals beyond what’s required or expected of them Cut through red tape and bend the rules when necessary to get the job done Mobilize others through unusual, enterprising efforts OPTIMISM: People with this competence:Persist in seeking goals despite obstacles and setbacks Operate from hope of success rather than fear of failure See setbacks as due to manageable circumstance rather than a personal flaw
EMPATHYSensing others’ feelings and perspective, and taking an active interest in their concerns. People with this competence:Are attentive to emotional cues and listen well Show sensitivity and understand others’ perspectives Help out based on understanding other people’s needs and feelings SERVICE ORIENTATIONAnticipating, recognizing, and meeting customers’ needs. People with this competence:Understand customers’ needs and match them to services or products Seek ways to increase customers’ satisfaction and loyalty Gladly offer appropriate assistance Grasp a customer’s perspective, acting as a trusted advisor
INFLUENCEPeople with this competence:Are skilled at persuasion Fine-tune presentations to appeal to the listener Use complex strategies like indirect influence to build consensus and support Orchestrate dramatic events to effectively make a point COMMUNICATIONPeople with this competence:Are effective in give-and-take, registering emotional cues in attuning their message Deal with difficult issues straightforwardly Listen well, seek mutual understanding, and welcome sharing of information fully Foster open communication and stay receptive to bad news as well as good LEADERSHIPPeople with this competence:Articulate and arouse enthusiasm for a shared vision and mission Step forward to lead as needed, regardless of position Guide the performance of others while holding them accountable Lead by example CHANGE CATALYSTPeople with this competence:Recognize the need for change and remove barriers Challenge the status quo to acknowledge the need for change Champion the change and enlist others in its pursuit Model the change expected of others CONFLICT MANAGEMENTPeople with this competence:Handle difficult people and tense situations with diplomacy and tact Spot potential conflict, bring disagreements into the open, and help deescalate Encourage debate and open discussion Orchestrate win-win solutions BUILDING BONDSPeople with this competence:Cultivate and maintain extensive informal networks Seek out relationships that are mutually beneficial Build rapport and keep others in the loop Make and maintain personal friendships among work associates COLLABORATION AND COOPERATIONPeople with this competence:Balance a focus on task with attention to relationships Collaborate, sharing plans, information, and resources Promote a friendly, cooperative climate Spot and nurture opportunities for collaboration TEAM CAPABILITIESPeople with this competence:Model team qualities like respect, helpfulness, and cooperation Draw all members into active and enthusiastic participation Build team identity, esprit de corps, and commitment Protect the group and its reputation; share credit
People who can detect emotions in others, control their own & handle social interactions do better in personal & professional life. For eg. Partners in a consulting firm who scored higher on EI measure delivered $i.2 million more than other partners. EI predicts job performance. There is a neurological component which says people with better EI make better decisions.But is EI really an intelligence? And can it really be measured? Can a test have right & wrong answers? Researchers have not subjected measures of EI to rigourous study, as has been done to personality & intelligence tests. EI is highly correlated with some personality factors, such as Emotional Stability.
A study was conducted on three hundred and fifty-eight Managers across the Johnson & Johnson Consumer & Personal Care Group (JJC&PC Group) globally to assess if there are specific leadership competencies that distinguish high performers from average performers.Results showed that the highest performing managers have significantly more "emotional competence" than other managers. There was strong inter-rater agreement among Supervisors, Peers, and Subordinates that the competencies of Self-Confidence, Achievement Orientation, Initiative, Leadership, Influence and Change Catalyst differentiate superior performers. The high potential managers received higher scores in the emotional competencies by Peers and Supervisors, but not by Subordinates. Some gender difference was found, with Supervisors rating Females higher in Adaptability and Service Orientation, while Peers rated Females higher on Emotional Self-Awareness, Conscientiousness, Developing Others, Service Orientation, and Communication. Direct reports scored Males higher in Change Catalyst.
Chapter 6 iq and eq (1)
Recall a situation in the last one week when
you have felt extremely emotional…..
Can you identify the emotion?
Now recall how you felt?
How did you deal with it?
Describe your behavior
IQ means intelligence quotient
EQ means emotional quotient
EI means emotional intelligence
"Emotional Intelligence, more than any other
asset, more than IQ or technical expertise, is
the most important overall success factor."
Warren Bennis, Ph.D.,
Distinguished Professor of Business
Founding Chairman of The Leadership Institute
at the USC
THE PROFESSIONAL SUCCESS
Emotion – How a person feels about
Intense & Specific
Intelligence – IQ
Intelligence Characteristics Famous examples
Logical / Mathematical Quantifies / Calculates /
Analytical / Einstein
Verbal / Linguistic Words Writers / Poets /
Shgakespeare /Tom Peters
Interpersonal Interacts / Understands
others / Empathises
Intrapersonal Independent / Goal-
Oriented / Perseverant
Visual / Spatial Mental models Architects
Musical Sensitivity to pitch,
Bodily / Kinesthetic Physical movement Gymnasts / Dancers
Naturalist Connect to nature
Existential Personal mission /
Victor Frankl, Martin
Emotional Emotionally mature Gandhi
Ability to perceive and express
emotion, assimilate emotion in
thought, understand and reason with
emotion, and regulate emotion in
oneself and others
The subset of social intelligence that involves the
ability to monitor ones’ own & others feelings &
emotions, to discriminate amongst them and to use
this information to guide one’s thinking & actions
•Salovey & Mayer (1990)
The capacity for recognising our own feelings and
those of others, for motivating ourselves, and for
managing emotions well in ourselves and in our
•Daniel Goleman (1995)
Social Skill Dimensions
• Self-understanding; Knowledge of
feelings in the moment
• Handle one’s emotions
• Overcome negative emotional
impulse & delay gratification to
attain desired outcome or goal
• Understand & be sensitive to other’s
• Interact with ease with others &
Understanding and sensitivity to the
feelings, thoughts, and situation of
Controlling or redirecting our internal
states, impulses, and resources
Understanding your own
emotions, strengths, weaknesses, val
ues, and motives
Managing other people’s emotions
Self Awareness -
• Recall the strongest emotions you experienced
recently. Beside each emotion, write down your
accompanying bodily sensations and thoughts.
• In a final column, write down how you became aware
of that feeling. That is, did you recognize the emotion
as it occurred, become aware of it through bodily
sensations, or become aware of it through thoughts?
Self Awareness Social Awareness
Emotional Self Awareness
Accurate Self Assessment
Self Management Relationship
Building bonds9/29/2013 15EI
EMOTIONALAWARENESS: Recognizing one’s
emotions and their effects.
ACCURATE SELF-ASSESSMENT: Knowing one’s
strengths and limits.
SELF-CONFIDENCE: Sureness about one’s self-worth
SELF-CONTROL: Managing disruptive emotions and
TRUSTWORTHINESS: Maintaining standards of honesty
CONSCIENTIOUSNESS: Taking responsibility for personal
ADAPTABILITY: Flexibility in handling change.
INNOVATIVENESS: Being comfortable with and open to
novel ideas and new information.
ACHIEVEMENT DRIVE: Striving to improve or
meet a standard of excellence.
COMMITMENT: Aligning with the goals of the
group or organization.
INITIATIVE: Readiness to act on opportunities.
OPTIMISM: Persistence in pursuing goals despite
obstacles and setbacks.
EMPATHY: Sensing others’ feelings and perspective,
and taking an active interest in their concerns.
SERVICE ORIENTATION: Anticipating,
recognizing, and meeting customers’ needs.
INFLUENCE: Wielding effective tactics for persuasion.
COMMUNICATION: Sending clear and convincing
LEADERSHIP: Inspiring and guiding groups and people.
CHANGE CATALYST: Initiating or managing change.
CONFLICT MANAGEMENT: Negotiating and resolving
BUILDING BONDS: Nurturing instrumental relationships.
COLLABORATION AND COOPERATION: Working
with others toward shared goals.
TEAM CAPABILITIES: Creating group synergy in
pursuing collective goals.
Understanding Threshold of
Improving Inter-personal Relations
Communicability of Emotions
Supporters say… Critics speak…..
EI is biologically
EI is a vague
EI cannot be
Validity of EI is
Fed Ex – Leadership Development
Daimler-Benz – Project Manager
General Electric – Leadership Bench
Eli Lilly – Sales Force
US Navy & Marine Corps – Train-the-Trainer
for Change Management
Harvard Business School study
At L’Oreal, sales agents selected on the
basis of certain emotional competencies
significantly outsold salespeople selected
using the company’s old selection
procedure. On an annual basis, salespeople
selected on the basis of emotional
competence sold $91,370 more than other
salespeople did, for a net revenue increase
of $2,558,360. Salespeople selected on the
basis of emotional competence also had 63%
less turnover during the first year than
those selected in the typical way (Spencer
& Spencer, 1993; Spencer, McClelland, &
In a national insurance company,
insurance sales agents who were
weak in emotional competencies
such as self-confidence, initiative,
and empathy sold policies with an
average premium of $54,000. Those
who were very strong in at least 5 of
8 key emotional competencies sold
policies worth $114,000 (Hay/McBer
Research and Innovation Group,
Another emotional competence, the
ability to handle stress, was linked
to success as a store manager in a
retail chain. The most successful
store managers were those best able
to handle stress. Success was based
on net profits, sales per square
foot, sales per employee, and per
dollar inventory investment (Lusch &
Optimism is another emotional
competence that leads to increased
productivity. New salesmen at Met
Life who scored high on a test of
"learned optimism" sold 37 percent
more life insurance in their first two
years than pessimists
Global study by J&J Consumer & Personal Care
Group on 358 managers
Rated by Supervisors, Peers & Subordinates
High performance managers rated higher on
Orientation, Initiative, Leadership, Influence and
Supervisors - Adaptability and Service
Peers - Emotional Self-
Awareness, Conscientiousness, Developing
Others, Service Orientation, and
Financial advisors at American
Express whose managers completed
the Emotional Competence training
program were compared to an equal
number whose managers had not.
During the year following
training, the advisors of trained
managers grew their businesses by
18.1% compared to 16.2% for those
whose managers were untrained.