2. ICF Community of Practice – March 26, 2015
Topic: Emotional Competence (EQ): Implications
for OD Practitioners!
Presenter: Dr. Terrence E. Maltbia
3. Session Objectives
Name three common approaches to defining and measuring EQ
(Level 1: Knowledge);
Describe the various ways EQ can be conceived and explored as
psychological concept (Level 2: Comprehension); and
Use various EQ structures/frameworks/tools to inform one’s
professional OD and change leadership practice
As a result of our time together, you will be able to:
3
4. Topic Agenda
Positioning: Personal Reflection and Peer Sharing
Engaging: EQ as Strategic Learning - Content,
Context and Conduct (implications for practice)
Concluding: Observations, Insights & Action
Commitment(s)
4
5. A Bit about Me…
Experience
• Associate Professor of Practice, Department of Organization and Leadership | Teachers College,
Columbia University; Faculty Director, Columbia Coaching Program
• Former Vice President, Graduate School Alliance for Education in Coaching | Current Co-Chair ,
Academic Standards Committee
• Over 20 years in Corporate: Sales, Sales Management, Corporate Employment & College Relations;
Leadership Development; VP, Organizational Effectiveness
• Consulting: Process Improvement Firm, Sales Effectiveness, & Private Practice
Education
• Undergraduate: Business Administration, The Ohio State University
• Masters: Workplace Learning/Organizational Psychology, Teachers, Columbia University
• Doctorate: Adult Learning and Leadership (AEGIS), TC
Research/Professional Interests
• Diversity and Cultural Competence (EQ/SQ); Leadership and Organizational Effectiveness; and
Executive and Organizational Coaching
– 5
8. Reflective Pause…
Framing
– Please take 2 minutes for individual reflection focused on what stands
out for you about this notion of “integrated leaders?”
– Potential connection to OD and Change Leadership?
Processing
– Audience members volunteer to share: (1) observation and (2)
potential implications of OD and change leadership
8
9. Strategic Learning Model
Clarifying the
Strategic
Context
Identifying the
“Vital Few”
Success
Factors
Taking
Informed,
Strategic
Action
Theoretical Basis…
Science of Human
Performance (Jackson,
1991)
Informal & Incidental
Learning (Marsick &
Watkins, 1990)
Experiential Learning
Cycle (Kolb, 1984)
10. Reflective Pause…
Framing
– Please take an additional 2 minutes for individual reflection focused
on personal observations related to potential connections between:
(1) strategic learning/3 strategic learning capabilities and (2) OD
Processing
– Audience members volunteer to share: (1) observations and (2)
potential implications of OD and change leadership
10
11. On-the-Spot Assessment: Reflective
Questions
Select one question, for which, you have the most
energy…
Q1. What comes to mind when you hear the term – emotional
intelligence/competence?
Q2. Why is it important for OD practitioners to understand EQ?
Rationale? Drivers? (Trend | EQ/OD Connection)
Q3. What are examples of OD engagements that require EQ? |
How do OD professionals leverage EQ knowledge and
capabilities during client engagements?
13. Q1: EQ—General Forms/Examples
Competency Models—present a broad conceptualization of the concept of EQ
and is framed as a socio-emotional approach that includes learned abilities that
help individuals recognize and understand their own feelings and those of others.
– ESCI: Hay Group
Mixed Models—present an integrated form of concept that includes behaviors,
abilities, personality characteristics, and an individual’s ability to cope with daily
situations; often measured by a multi-rater instrument.
– BarOn EQi: MHS
Ability Models—provide a more narrow description of EQ that focuses
exclusively on one’s ability to perceive, accurately appraise, and express emotions;
the ability to access and/or generate feelings when they facilitate thought
measured by an ability based instrument.
– Mayer-Salovey-Caruso Emotional Intelligence Test, MSCEIT: MHS
14. “The capacity for recognizing our own
feelings and those of others, for motivating
ourselves, for managing emotions well in
ourselves and in our relationships.”
Daniel Goleman
Conceptual Clarity—The “what” of EQ
(competency-based view of construct)
15. Definition: Emotional Intelligence (mixed-
model view of construct)…
An array of non-cognitive capabilities,
competencies, and skills that influence one’s
ability to succeed in coping with environmental
demands and pressures.
Reuven Bar-On
15
16. Definition: Emotional Intelligence (ability
view of construct)…
The ability to accurately identify and understand
one’s own emotional reactions and those of
others; the ability to regulate one’s emotions, to
use them to make good decisions and act
effectively.
Mayer, Salovey, & Caruso
16
18. Definition: Social Intelligence…
Interpersonal abilities that encompasses the
talents of the “low road” (including capacities for
getting in synch, for attuned listening & for
empathic concern) and the “high road” (i.e.,
social knowledge—including the capacity for
extracting the rules, protocols, and norms that
guide appropriate behavior in a given social
setting).
Goleman, 2006 (pp. 82-101)
18
19. Positive impact
on others
Self Others
AwarenessActions
The Conceptual Model
Self-
Awareness
Social
Awareness
Self-
Management
Relationship
Management
Self-
Awareness
Self-
Awareness
Self-
Awareness
Self-
Awareness
20. What is the of Impact of Self-
Awareness on Self-Management?
With Self-Awareness, a person has a 50-50 chance of
demonstrating Self-Management.
4%
51%
Yes No
Yes
No
N = 427, p < .001 (Burckle and Boyatzis, 1999)
Self-Management
Self-
Awareness
Without Self-Awareness, a person has virtually no chance of
demonstrating Self-Management.
49%
96%
21. What is the Impact of Self-Awareness
on Social Awareness?
With Self-Awareness, a person has a 38% chance of
having Social Awareness.
83%
Without Self-Awareness, a person has an 83% chance of
lacking Social Awareness.
38%
17%
62%
Yes No
Yes
No
Social Awareness
Self-
Awareness
N = 427, p < .001 (Burckle and Boyatzis, 1999)
22. Tool #1: Emotional Competence Inventory
(ECI)
Origins/Author
Hay Group (alliance with Daniel Goleman & Richard Boyatzis) provides a full
range of EI programs, tools and services; tool based on their seminal work
and the Hay group’s 35 years of competency research.
http://www.hayresourcesdirect.haygroup.com
Format
Competency Model
ECI online 360/multi-rater version takes 30-45 minutes to complete;
accreditation required; available in English, French, Spanish, German,
Japanese, Portuguese & Italian; 72 items; behaviorally anchored.
ECI – University Edition takes 20 to 30 minutes to complete (paper based &
online): self assessment & multi-rater (professor, fellow students, co-workers,
family members, etc.); English only.
23. Tool #2: BarOn EQ-I 2 Fact Sheet
Origins
– Reuven BarOn, Israeli Psychologist
– Began as his dissertation research in South Africa in the 1980s
– First scientific measure of EQ
– Researched for over 25 years
– Over 100,000 have taken the assessment
Purpose / Original Inquiry
– Why do some people have better psychological well-being than
others?
– Why are some individuals more able to succeed in life than others?
24. What Does it Measure?
The EQ-i2.0 measures five distinct aspects of
emotional and social functioning:
• Self-Perception – understanding your emotions
• Self-Expression – expressing your emotions
• Interpersonal – develop and maintain relationships
• Decision Making – use emotions to make better
decisions
• Stress Management – cope with challenges
27. Tool #3: Mayer-Salovey-Caruso Emotional
Intelligence Test (MSCEIT)
Origins/Author
John (Jack) D. Mayer, Ph.D., Peter Salovey, Ph.D., and David R. Caruso,
Ph.D.
MSCEIT is based directly on the Multifactor Emotional Intelligence Scale
(MEIS) – the first comprehensive ability measure of emotional intelligence
(Mayer, Salovey, & Caruso, 1997)
Multi-Health Systems, Inc.: A publisher of psychological assessments for
over 20 years
– http://www.mhs.com
*Information obtained from the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT) User’s Manual (2002)
28. Mayer-Salovey-Caruso Emotional
Intelligence Test (MSCEIT)
Purpose
Ability-based scale
Four abilities measured by the MSCEIT
– Perceiving Emotions
– Using Emotions to Facilitate Thought
– Understanding Emotions
– Managing Emotions
Ability tasks utilized
*Information obtained from the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT) User’s Manual (2002)
29. Mayer-Salovey-Caruso Emotional
Intelligence Test (MSCEIT)
Uses
Corporate Settings
– Employee Recruitment and Selection
– Executive Coaching and Leadership Development
– Group or Team Development Processes
Educational Settings
– Student Issues
– Career Counseling
Research Settings
Clinical Settings
Preparation/Training
*Information obtained from the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT) User’s Manual (2002)
31. Reflective Pause…
Guiding Question
– What are major trends occurring in the external environment and the
world of work that makes developing an EQ capability for enhanced
OD and Change Leadership an idea with good currency?
Processing
– Audience members volunteer to: (1) name trend (2) potential
connection to OD, change leadership, leadership and organizational
effectiveness?
31
32. Q2. Basic Rationale (i.e., Context)
G
lobalization
Technological
Change
Dem
ographic
Diversity
Security:Physical&
IntellectualA
ssets
Increasingly
Complex
World of Work
32
33. Clear Points…
People need to…
Cope w/ massive/rapid change
Be more creative to drive
innovation
Manage volumes of information
Strive to be motivated and
committed
Work better together (team work)
Organizations need to…
Increase customer loyalty
Leverage to talent of a diverse
workforce
Identify and prepare potential
leaders (existing workforce)
Identify and attract talent
(recruitment)
Make sound decisions related to
new markets, products/ services
& strategic alliances
Prepare people for global work
Source: Cherniess & Goldman (2001), pp. 4-12
39. The Making of a President
7 times more likely to score high in Self-Control
3 times more likely to score high in Empathy
2.5 times more likely to score high in Teamwork
continued
Those executives who became president of a company,
compared to those who were passed over, were:
40. The Making of a President
1.5 times more likely to score high in Conceptual
thinking
1.2 times more likely to score high in Analytical thinking
-- Hay/McBer
41. EI, ESCs, and Performance
EI
Emotional
Competencies
Social
Competencies
Performance
42. EI Competencies and Leadership
Performance
100 managers of Beefeater Restaurants
Emotional and social competencies
predicted:
– Annual profit increase (R = .47)
– Guest satisfaction (R = .50)
Langhorn, 2004
43. EI Competencies and Educational
Leadership
Heads of 42 schools in the UK
Emotional and social competencies linked with
teacher attitudes and pupil academic
achievement.
Hay/McBer, 2000
44. EI Competencies and Sales Performance
Experienced partners in a multinational
consulting firm who scored above the median
on 9 or more EI competencies delivered $1.2
million more profit from their accounts than did
other partners.
Boyatzis, 1999
45. 8 noteworthy strategies found in the
most effective programs/interventions…
1. 360 assessment and feedback, followed by
coaching and the development of individual
learning programs (Boyatzis; Jennings & Palmer)
2. Five 2-hour small group coaching sessions
occurring every 2 -3 weeks and focusing on the
core EI skills (Jennings & Palmer)
3. Analysis of case studies using the Abilities EI
framework (Crombie)
4. Support groups formed around self-change topics
met regularly throughout the semester (Chang).
46. Strategies - continued
5. Groups met every month and followed a
standardized process based on ISO principles
(Cherniss et al.)
6. After 2 days of training, participants received an
email twice a week for the next 4 weeks,
encouraging them to apply a different part of the
intervention each time (Kotsou et al.; Nelis et al.)
7. A personal EI or emotions diary to use between
sessions (Crombie; Slaski & Cartwright)
8. Used “expressive writing” with a cue to reflect on
emotion regulation (Kirk et al.).
47. Promoting EI: 5 key requirements
1. People need to be highly motivated.
2. Dosage is important – the more hours of training,
the better; and it should be spaced out when
possible.
3. There should be ongoing practice and
reinforcement.
4. Social support from others also makes a big
difference.
5. The organizational context needs to be
supportive.
48. How to Develop Organizational Support
Leaders need to create a supportive climate and
culture.
Link EI to organizational mission
Make sure that a critical mass of leadership is high in
EI.
Infuse EI in a variety of ways
– Recruiting and selection
– Performance management
– Compensation
49. Useful Sites...
Consortium for Research on Emotional
Intelligence in Organizations -
www.eiconsortium.org
Collaborative for Academic, Social and
Emotional Learning - www.casel.org
50. More Assessments
Emotional
Intelligence
(EQ)
Emotional-Social Competence Inventory (HayGroup) |
http://www.haygroup.com/
Emotional Quotient Inventory (EQ-I 2.0 ) - MHS | https://ei.mhs.com/eqi.aspx
The Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT) – MHS |
http://www.mhs.com/product.aspx?gr=io&id=overview&prod=msceit
Social
Intelligence
(SQ)
Personal Listening Profile – Inscape Publishing |
http://www.internalchange.com/disc_profile_store/mall/personallisteningprofi
leonline.htm
Various Thinking Styles Inventories e.g., NBI |
http://globalinsightsconsulting.com/wordpress/certification/
Belbin Team Roles | http://www.belbin.com/rte.asp?id=8
Cultural
Intelligence
(CQ)
Cultural Navigator (COI) | https://www.culturalnavigator.com/CN7/login.aspx
CQ™ Multi-Rater Assessment & CQ Team Assessment – Dyne & Ang |
http://www.culturalq.com/multi.html
Intercultural Development Inventory (IDI) – M. Hammer |
http://idiinventory.com/ 50
51. Are there any
questions?15 minutes14 minutes13 minutes12 minutes11 minutes10 minutes9 minutes8 minutes7 minutes6 minutes5 minutes4 minutes3 minutes2 minutes1 minute
Thank you for
your questions
51
52. Sample Resources
Cherniss, C. & Goleman (2001) The Emotionally Intelligent Workplace. San Francisco, CA:
Jossey-Bass.
The relation between emotional intelligence and job performance: A meta-analysis. Ernest H.
O’Boyle, Ronald H. Humphrey, Jeffrey M. Pollack, Thomas H. Hawver & Paul A. Story (2010).
Journal of Organizational Behavior, Vol. 32 pp. 788-818.
http://www.reuvenbaron.org/bar-on-model/summaries-of-studies.php
http://www.eiconsortium.org/measures/eqi.html
Does Emotional Intelligence – as Measured by the EQi – Influence Transformational
Leadership And/ Or Desirable Outcomes? (2006) F. William Brown, Scott E. Bryant, Michael D.
Reilly (pp. 330-351). Leadership and Organization Development Journal. Volume 27, No. 5.
pp. 330-351.
A Review and Critique of Emotional Intelligence Measures. (2005). J, M. Conte. Journal of
Organizational Behavior, Volume. 6. (pp 433-440).
The “Big Idea” That is Yet to Be: Towards A More Motivated, Contextual, and Dynamic Model
of Emotional Intelligence. (2014). Oscar Ybarra, Ethan Kross, Jeffrey Sanchez-Burks. The
Academy of Management Perspectives. Vol. 28, No.2. 93-107.
Emotional and social intelligence competencies: cross cultural implications. Robert J.
Emmering & Richard Boyatzis (2012). Cultural Management. Vol. 19, No.1. pp. 4-18.
53. 53
Book and Contact Information
Available
– Amazon | http://www.amazon.com/Leaders-
Leveraging-Diversity-Frontiers-
Learning/dp/0750678925
– Paperback Version
– Kindle Version
Contact Information
– Email: Maltbia@tc.columbia.edu
– Twitter: #terrymaltbia
– CCLA:
http://columbiacoachinglearningnetwork.ning.com/
54. Upcoming
▪ Overcoming Resistance to Change
– Jerry Jellison, Ph.D.
• Thursday, April 23rd, Zenith Optimedia
▪ “Open Mike” Conversation and Sharing
• Monday, May 18th
▪ Spring Cohort Mentorship Training
• Sunday, May 17th
