Challenging The Theories


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RMIT MBA Self Awareness Management and Leadership

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Challenging The Theories

  1. 1. Challenging the Theories Following is a ‘bird’s eye’ view of some of the challenges facing the assumptions around the effectiveness of self awareness as it pertains to leadership and management.
  2. 2. Challenge Theory 1 Self awareness forms a part of emotional intelligence Business leadership self awareness must be understood in terms of being a part of the answer not the whole answer. Goleman (2000) Emotional Intelligence Self Awareness Self Social Social Skills Management Awareness Competencies Competencies Competencies Competencies Emotional Self Self control Empathy Visionary Awareness Trustworthiness Organisational Leadership
  3. 3. Challenge Theory 1 Emotional intelligence is twice the indicator of predictive positive behaviour as IQ. (Goleman, 1995 p.34) Mayer Salovey and Caruso (2004) finds that emotional intelligence is dependent upon the situation with respect to predictive validity. E.I. has a positive impact on performance when a work environment exists where personal positive commitments are important to success. E.I. as an indicator of effective leadership is therefore dependent on the environment.
  4. 4. Challenge Theory 1 Some criticisms around the Emotional Intelligence area are: • Self report approaches are a measure of self perceived emotional intelligence, they do not measure actual emotional intelligence ability. • Emotional intelligence competencies like emotional self regulation are not assessed by IQ tests. These abilities draw on sub-cortical brain regions that are distinct from cognitive abilities that draw from neocortical areas of the brain.
  5. 5. Challenge Theory 1  Defense of this criticism: • In answering this criticism Mayer Salovey and Caruso (2004) defend their MSCEIT self report model and present it as providing a ‘reasonable measure of Emotional Intelligence in many psychometric senses of the word valid’ p.211 • EQ-i is a self report measure of emotionally intelligent behaviour that estimates emotional intelligence. ‘The most powerful ESI contributors to occupational performance are: – (a) the ability to be aware of and accept oneself; – (b) the ability to be aware of others feelings, concerns and needs; – (c) the ability to manage emotions; – (d) the ability to be realistic and put things in correct perspective; – (e) the ability to have a positive disposition.’ (Bar-on 2006)
  6. 6. Challenge Theory 2 A challenge that is raised in a number of the presentations is whether Self-Awareness is enough to become a better business leader-manager? Boyatzis suggests that effective action, and therefore performance, will occur when the following critical components fit: • The individual’s competencies • The job’s demands • The organisational environment • Effective specific actions or behaviour
  7. 7. Challenge Theory 2 Through the interaction between a person and their environment, feedback and action is generated. • It is through this feedback and growth that a person can become a better business leader- manager. • Feedback occurs each time an action is demonstrated, there is some impact on the person’s competencies and on their environment, plus each time there is an event within an organisation, there is an impact on the person and their competencies.
  8. 8. References • Goleman, D. (2000) Leadership that gets results in harvard business review, 00178012, march/april 2000 vol 78 Issue 2 • Data base Business Source Premier • Goleman. D (1995) Emotional Intelligence (Bateman Books: New york) • Mayer. J, Salovey, P., Caruso, D.,(2004) Emotional Intelligence: theory, findings and Implications. In Psychological Inquiry 2004 Vol 15 No 3 197-215 • Bar-on r. (2006). The Bar-on model of emotional self intelligence (ESI) in Psicothema, 18, supl 13-25 • Boyatzis, Richard E. (1982) The Competent manager: a model for effective performance (p10-39). New York: Wiley