Emotional intelligence

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Emotional intelligence

  1. 1. EMOTIONAL INTELLIGENCE 1 women group
  2. 2. Myth of rationality 2  All human beings are rational and when at workplace one should not display emotions.  It has been suggested that emotions are simply no, no at workplace.  Emotions of any kind are disruptive. women group
  3. 3. Human beings are emotional beings 3  Yet we believe that some emotions particularly when exhibited at the wrong time can reduce employee performance.  However a well- run organistion should allow employees to express emotions. women group
  4. 4. Some common emotions we experience 4 women group
  5. 5. 5 Name some instances for the same. Laughter women group
  6. 6. 6 Name some instances for the same. SAD women group
  7. 7. 7 Name some instances for the same. SURPRISED women group
  8. 8. 8 Name some instances for the same. Confused women group
  9. 9. 9 Name some instances for the same. IRRITATED women group
  10. 10. 10 Some general emotions women group
  11. 11. Difference between Emotions and Moods 11  Emotions are intense feelings that are directed at someone or something.  Moods are feelings that tend to be less intense than emotions and that often ( though not always) lack a contextual stimulus. women group
  12. 12. 12 EMOTIONS MOODS  Caused by specific event  Causes are often  Very brief in duration  Specific and numerous in nature  Usually accompanied by distinct facial expressions  Action-oriented in nature women group     general and unclear Lasts longer than emotions Generally two +ve and –ve. Generally not indicated by distinct expressions Cognitive in nature
  13. 13. BIOLOGY OF EMOTIONS 13 women group
  14. 14. 14 The limbic system is a complex set of structures that lies on both sides of the thalamus, just under the cerebrum. It appears to be primarily responsible for our emotional life, and has a lot to do with the formation of memories. women group Biology of Emotions
  15. 15. 15  Throughout history, women have traditionally been viewed as the fairer, more delicate sex. Older films often show women overwhelmed with distress, fainting into the arms of a man. Even modern television and film often rely on the stereotypical role of the angry or overly emotional women and her calmer male counterpart. women group
  16. 16. Are women more emotional than Men?????????? 16  Emotions originate in the brain‟s limbic system, people tend to be happiest when their limbic system is relatively inactive.  When the limbic system heats up negative emotions such as anger and guilt dominates over positive ones such as joy and happiness. women group
  17. 17. Are women more emotional than Men?????? 17  Not everyone‟s limbic system is the same.  Moderately depressed people have more active limbic systems, particularly when they encounter negative information.  Women tend to have more active limbic systems than men, which explains why women are more susceptible to depression than men and are more likely to emotionally bond with children. women group
  18. 18. Are women more emotional than Men? 18  Women are more likely to be depressed than men but that doesn't mean that all depressed people are women. women group
  19. 19. 19  Women are known to have anatomically differently shaped tear glands than men as well as having more of the hormone prolactin, which is present in tear glands, as adults. While girls and boys cry at roughly the same amount at age 12, by age 18, women generally cry four times more than men, which could be explained by higher levels of prolactin. women group
  20. 20. Three explanations….. 20 Women are socialized to be nurturing on the other hand Men are taught to be tough and brave and so showing emotions are inconsistent with their image. 2. Women may have more innate ability to read others and present their emotions than do men. 3. Women may have a greater need for social approval and so a higher propensity to show positive emotions such as happiness. 1. women group
  21. 21. What functions do emotions serve? 21  Charles Darwin in “the expression of the Emotions in Man and Animals” argued that emotions developed over time to help humans solve problems.  Emotions are useful because they motivate people to engage in actions important for survival.  For e.g. Disgust (an emotion) motivates us to avoid dangerous or harmful things. women group
  22. 22. What functions do emotions serve? 22  Evolutionary psychology suggests that we must experience emotions whether they re positive or negative because they serve a purpose.  For e.g. we may believe that anger is a negative emotion but it actually helps us in protecting our rights when they are violated ………  Intern suing ex- justice……….. women group
  23. 23. EMOTIONAL LABOUR 23  In today‟s workplace many people have to display certain emotions as part of their daily jobs, regardless of how they actually feel. This phenomenon of „emotional labour‟ occurs often, for example, in the work of flight attendants, call centre operators, sales staff and front-line bank employees. It can even extend at times to teachers or administrators. women group
  24. 24. 24  Though employees have little choice of whether to display the emotions required as part of the job, they do have two options: They can simply display these emotions without experiencing them, or else actually try to „feel‟ the emotions they display. The former technique is called „surface acting‟ whilst experts call the latter „deep acting‟. women group
  25. 25. 25  An example of surface acting is that of a call centre operator who may be the victim of a negative personal situation but still has to wear a mask of friendliness and courtesy for customers. In a case of deep acting, however, the operator tries to internalise the displayed emotion so actually feeling empathy for the client. women group
  26. 26. 26  Deep acting is actually feeling the emotion and becoming the part of the scene. women group
  27. 27. EMOTIONAL Intelligence 27  Meenakshi is an office manager. Her awareness of her own and others‟ emotions is almost nil. She‟s moody and unable to generate much enthusiasm or interest in her employees. She doesn‟t understands why employees get upset with her. She often overreacts to problems and chooses the most ineffectual responses to emotional situations. women group
  28. 28. Emotional Intelligence 28  EI is one‟s ability to detect and to manage emotional cues and information.  People who know their emotions and are good at reading others‟ emotions may be more effective in their jobs. women group
  29. 29. What Is Emotional Intelligence? 29  Emotional intelligence (EI) is the ability to understand and manage your own emotions, and those of the people around you. People with a high degree of emotional intelligence know what they're feeling, what their emotions mean, and how these emotions can affect other people women group
  30. 30. 30  According to Daniel Goleman, an American psychologist who helped to popularize EI, there are five main elements of emotional intelligence: 1. Self-awareness. 2. Self-regulation. 3. Motivation. 4. Empathy. 5. Social skills women group
  31. 31. Self-awareness 31 If you're self-aware, you always know how you feel, and you know how your emotions and your actions can affect the people around you. Being self-aware when you're in a leadership position also means having a clear picture of your strengths and weaknesses , and it means behaving with humility . women group
  32. 32. So, what can you do to improve your self-awareness? 32  Keep a journal – Journals help you improve your self-awareness. If you spend just a few minutes each day writing down your thoughts, this can move you to a higher degree of self-awareness.  Slow down – When you experience anger or other strong emotions, slow down to examine why. Remember, no matter what the situation, you can always choose how you react to it. women group
  33. 33. Self-regulation 33 Leaders who regulate themselves effectively rarely verbally attack others, make rushed or emotional decisions, stereotype people, or compromise their values. Self-regulation is all about staying in control. women group
  34. 34. So, how can you improve your ability to selfregulate? 34  Know your values – Do you have a clear idea of where you absolutely will not compromise? Do you know what values are most important to you? Spend some time examining your "code of ethics." If you know what's most important to you, then you probably won't have to think twice when you face a moral or ethical decision – you'll make the right choice.  Hold yourself accountable – If you tend to blame others when something goes wrong, stop. Make a commitment to admit to your mistakes and to face the consequences, whatever they are. You'll probably sleep better at night, and you'll quickly earn the respect of those around you.  Practice being calm – The next time you're in a challenging situation, be very aware of how you act. Do you relieve your stress by shouting at someone else? Practice deep-breathing exercises to calm yourself. Also, try to write down all of the negative things you want to say, and then rip it up and throw it away. Expressing these emotions on paper (and not showing them to anyone!) is better than speaking them aloud to your team. What's more, this helps you challenge your reactions to ensure that they're fair! women group
  35. 35. Motivation 35 Self-motivated leaders work consistently toward their goals, and they have extremely high standards for the quality of their work. women group
  36. 36. How can you improve your motivation? 36  Re-examine why you're doing your job – It's easy to forget what you really love about your career. So, take some time to remember why you wanted this job. If you're unhappy in your role and you're struggling to remember why you wanted it, try the Five Whys technique to find the root of the problem. Starting at the root often helps you look at your situation in a new way.  Be hopeful and find something good – Motivated leaders are usually optimistic , no matter what problems they face. Adopting this mindset might take practice, but it's well worth the effort. women group
  37. 37. Empathic 37 If you want to earn the respect and loyalty of your team, then show them you care by being empathic. women group
  38. 38. How can you improve your empathy? 38  Put yourself in someone else's position – It's easy to support your own point of view. After all, it's yours! But take the time to look at situations from other people's perspectives.  Pay attention to body language – Perhaps when you listen to someone, you cross your arms, move your feet back and forth, or bite your lip. This body language tells others how you really feel about a situation, and the message you're giving isn't positive! Learning to read body language can be a real asset in a leadership role, because you'll be better able to determine how someone truly feels. This gives you the opportunity to respond appropriately.  Respond to feelings – You ask your assistant to work late – again. And although he agrees, you can hear the disappointment in his voice. So, respond by addressing his feelings. Tell him you appreciate how willing he is to work extra hours, and that you're just as frustrated about working late. women group
  39. 39. Social skills 39  Leaders who have good social skills are also good at managing change and resolving conflicts diplomatically. They're rarely satisfied with leaving things as they are, but they don't sit back and make everyone else do the work: They set an example with their own behavior. women group
  40. 40. So, how can you build social skills 40  Learn conflict resolution – Leaders must know how to resolve conflicts between their team members, customers, or vendors. Learning conflict resolution skills is vital if you want to succeed.  Improve your communication skills – How well do you communicate?  Learn how to praise others – As a leader, you can inspire the loyalty of your team simply by giving praise when it's earned. Learning how to praise others is a fine art, but well worth the effort. women group

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