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Emotional Intelligence

Emotional Intelligence

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  • 1. Communication and Human Relations
  • 2. Emotional Intelligence (EI)
    “The ability to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, and regulate emotion in the self and others”
  • 3. The Impact of EI on Organizational Effectiveness
    A Gallup Organization study of two million employees at seven hundred companies found that how long an employee stays at a company and how productive she is there is determined by her relationship with her immediate supervisor (Zipkin, 2000).
  • 4. The Impact of EI on Organizational Effectiveness
    Spherion, a staffing and consulting firm in Fort Lauderdale, Florida, and Lou Harris Associates, found that only 11 percent of the employees who rated their bosses as excellent said that they were likely to look for a different job in the next year.
  • 5. The Impact of EI on Organizational Effectiveness
    However, 40 percent of those who rated their bosses as “poor” said they were likely to leave. In other words, people with good bosses are four times less likely to leave than are those with poor bosses.
  • 6. The Greatest Challenges Organizations Face:
    • People need to cope with massive, rapid change.
    • 7. People need to be more creative in order to drive innovation.
    • 8. People need to manage huge amounts of information.
  • The Greatest Challenges Organizations Face:
    • The organization needs to increase client loyalty.
    • 9. People need to be more motivated and committed.
    • 10. People need to work together better.
  • The Greatest Challenges Organizations Face:
    • The organization needs to make better use of the special talents available in a diverse workforce.
    • 11. The organization needs to identify potential leaders in its ranks and prepare them to move up.
  • The Greatest Challenges Organizations Face:
    • The organization needs to identify and recruit top talent.
    • 12. The organization needs to make good decisions about new markets, products, and strategic alliances.
  • Influences of Emotional Intelligence in Organizational Effectiveness:
    • Employee recruitment and retention
    • 13. Development of talent
    • 14. Teamwork
    • 15. Employee commitment, morale,
    and health
  • 16. Influences of Emotional Intelligence in Organizational Effectiveness:
  • Influences of Emotional Intelligence in Organizational Effectiveness:
    • Revenues
    • 20. Quality of service
    • 21. Customer loyalty
    • 22. Client or student outcomes
  • 23. Four Major EI Domains:
    Self-Awareness
    Self-Management
    Social Awareness
    Relationship Management
  • 24. In the Eyes of a Child
  • 25. Self-Awareness :Understanding Feelings and Accurate Self-Assessment
  • 26. Self-Awareness
    Self-Awareness is the key to realizing one’s own strengths and weaknesses. Individuals with the Accurate Self-Assessment competence are aware of their abilities and limitations.
  • 27. Self-Awareness
    They seek out feedback and learn from their mistakes and know where they need to improve and when to work with others who have complementary strengths.
  • 28. Self-Management :Managing Internal States, Impulses, and Resources
  • 29. Self-Management
    Emotional Self-Control competence manifests largely as the absence of distress and disruptive feelings. Being unfazed in stressful situations or dealing with a hostile person without lashing out in return.
  • 30. Self-Management
    Among managers and executives, top performers are able to balance their drive and ambition with Emotional Self-Control, harnessing their personal needs in the service of the organization’s goals.
  • 31. Self-Management
    Among small business owners and employees, those with a stronger sense of control over not only themselves but the events in their lives are less likely to become angry or depressed when faced with job stress, or to quit.
  • 32. Social Awareness :Reading People and Groups Accurately
  • 33. Social Awareness
    The Empathy competence gives people an astute awareness of others’ emotions, concerns, and needs.
    The empathic individual can read emotional currents, picking up on nonverbal cues such as tone of voice or facial expression.
  • 34. Social Awareness
    Empathy requires Self-Awareness; our understanding of others’ feelings and concerns flows from awareness of our own feelings.
  • 35. Relationship Management: Inducing Desirable Responses in Others
  • 36. Relationship Management
    We practice the essence of the Influence Competence. Effective people sense others’ reactions and fine-tune their own responses to move interaction in the best direction.
  • 37. Relationship Management
    Communication Competence are effective in the give-and-take of emotional information, deal with difficult issues straightforwardly, welcome sharing information fully, and foster open communication.
  • 38. Relationship Management
    The Conflict ManagementCompetence is spotting trouble as it is brewing and taking steps to calm those involved.
  • 39. Relationship Management
    Visionary Leadership Competence inspire others to work together toward common goals. To step forward as needed, to guide the performance of others while holding them accountable, and to lead by example.
  • 40. Relationship Management
    The Change CatalystCompetence recognize the need for change, remove barriers, challenge the status quo, and enlist others in pursuit of new initiatives.
  • 41. Relationship Management
    The Building Bonds Competence recognizes networking as crucial for success; these leaders tend to choose people with a particular expertise or resource to be part of their networks.
  • 42. Relationship Management
    Collaboration and TeamworkCompetence
    Teamwork depends on the collective EI of its members; the most productive teams are those that exhibit EI competencies at the team level.
  • 43. Relationship Management
    Collaboration (Co-Labor, the capacity to work with another),
    a deficit in the ability to work cooperatively with peers was, in one survey, the most common reason managers were fired.
  • 44. Levels of Emotional Intelligence
  • 45. First Level
    Emotions Identified
    First Level is the complex of skills that allow an individual to perceive, appraise, and express emotions.
  • 46. Second Level
    Emotions Redirected
    Second Level involve using emotions to facilitate and prioritize thinking: employing the emotions to aid in judgment.
  • 47. Third Level
    Emotions Differentiated
    Third Level are skills such as labeling and distinguishing between emotions (differentiating liking and loving, for instance).
  • 48. Fourth Level
    Emotions Managed
    Fourth Level is the general ability to marshal the emotions in support of some social goal.
  • 49. A Leader’s Prayer

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