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Managerial Emotional Intelligence by Adetoun Omole


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Today's People Manager must possess a great 'dose' of Emotional Intelligence (E.I) to excel. Find out the benefits of (E.I) and lots more from this presentation... Take Charge! Adetoun Omole (ACIPM)

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Managerial Emotional Intelligence by Adetoun Omole

  2. 2. INTRODUCTION• Emotional Intelligence (EQ) is the foundation of leadership.• Academic training and technical knowledge cannot take the place of emotional intelligence in our personal and professional success.• At the highest organizational levels, technical skills or academic credentials alone cannot offer the distinct advantage.• Emotional Intelligence is the ability to perceive, understand, manage and act upon emotional information - both for ourselves and for others.
  3. 3. LEARNING OBJECTIVESAt the end of the lessons, participants will be able to: explain the concept of emotional intelligence; discuss the five pillars of emotional intelligence; highlight the essence of emotional intelligence; mention the inherent benefits of emotional intelligence; and state the dangers of lack of emotional intelligence.
  4. 4. In the beginning...• The term "emotional intelligence" debuted in several scientific articles written by John D. Mayer and Peter Salovey during the early 1990s.• The researchers defined emotional intelligence as the compilation of four kinds of skills: perceiving and expressing emotions, understanding emotions, using emotions, and managing emotions.• These insightful publications helped pave the way for the 1995 best-seller Emotional Intelligence: Why It Can Matter More Than IQ and Working With Emotional Intelligence by New York Times behavioral science columnist Daniel Goleman, which brought emotional intelligence into the mainstream of business.• According to Peter Salovey, chairman of the Department of Psychology at Yale University, "Prior to 1995, only other psychologists had heard of emotional intelligence. Goleman’s first book made the term a household word."
  5. 5. EMOTIONS...
  6. 6. Emotionally Intelligent?
  7. 7. The Five Pillars of Emotional Intelligence According to Daniel Goleman, these are the five broad categories of emotional intelligence• Self-Awareness People with a healthy sense of self-awareness are "comfortable in their own skin." They understand their strengths, weaknesses, emotions, and impact on others. One of the most telling signs of self-awareness is how well a person responds to constructive criticism.• Self-Regulation Not only do the emotionally intelligent understand their emotions, but also they can demonstrate maturity and restraint when revealing them. They do not squelch (suppress) their feelings, instead expressing them in a manner that shows a high level of judgment and control.
  8. 8. • Motivation Managers generally are ambitious. However, emotionally intelligent leaders are motivated by a strong inner drive, not simply money or titles. They are resilient and optimistic in the disappointments. It takes a lot to break their spirit or thwart their confidence.• Empathy Managers with empathy are not necessarily easy on their staffs. They do, however, possess the compassion and understanding of human nature that enables them to connect emotionally with others. Empathy allows them to provide stellar customer service and respond genuinely to an employee’s frustration or concern.• People Skills Emotionally intelligent managers are widely respected by their bosses, peers, and employees. They value people and are savvy enough to know what makes them tick. Their ability to quickly build rapport and trust with those they relate with seems almost second nature. Power wars, backbiting, and duplicity are not their style.
  9. 9. Emotional intelligenceskills will guide: the relationshipaspects of sales, and the internal focusand drive of top salesperformance. Therefore, emotionalskills of people in yourorganization have aprofound effect on therelationship betweenthe organization and itscustomers.”
  10. 10. Do you agree ??  “Strong emotional intelligence in the leadership of an organization directly affects retention of high-quality employees and overall productivity”.  Let’s rub minds together , shall we?...
  11. 11. Managers arenow aware that: emotional intelligence isnot just a new label for feel- good aphorism emotional intelligenceis a core skill-set, groundedin science, that underliesperformance, and they should commit tobringing these assets onboard.”
  12. 12. Is Emotional Intelligence a "Girl Thing"? Emotional intelligence is no respecter of gender. Contrary to popular belief, women are not more emotionally intelligent then men. They are, however, emotionally intelligent in different ways. An analysis of emotional intelligence in thousands of men and women found that women, on average, are more aware of their emotions, show more empathy, and are more adept interpersonally. Men, on the other hand, are more self-confident, optimistic, and adaptable, and they handle stress better. In general, however, far more similarities exist than differences. Some men are as empathetic as the most interpersonally sensible women are, while some women are just as able to withstand stress as the most emotionally resilient men. In total, taking into account overall ratings for men and women, the strengths and weaknesses average out, so it’s an even competition between both sexes.
  13. 13. Essence of Emotional Intelligence As Paul* discovered from his dismal results, emotional intelligence is crucial for those in leadership positions. While emotional intelligence deficiencies are career limiting for any employee, they can be suicidal for managers. Likewise, from the medical perspective, we understand there is a connect between emotional Intelligence and your desirable state of health.* The central character in our case study
  14. 14. Class Activity Break into syndicategroups analyze the Case Study attempt the Case Studyquestions.
  15. 15. Benefits of Emotional Intelligence• Emotionally astute managers are able to deal with contentious employees, a tyrannical boss, rapid changes in the workplace, and unexpected disappointments and triumphs while keeping a level head and strong sense of self.• They do not let their circumstances or situation define who they are or what they stand for.• Their employees and peers depend on them for consistency, good judgment, and the ability to do the right thing at the right time.
  16. 16. Conclusion Success in the workplace takes a lot more than book knowledge or even hands-on experience. Emotional intelligence is our key to effectiveness and excellence as Managers The gifted Manager needs a high rate of "emotional intelligence."
  17. 17. Reference• Goleman, D. (1995). Emotional Intelligence. Bantam Books.• Goleman, D. (2004). What Makes a Leader? [Article]. Harvard Business Review, 82(1), 82-91.• Templar, R. (2003). The Rules of Work. Pearson Education Limited. Edinburgh Gate.• Ziglar, Z. (2006). Better Than Good. Thomas Nelson. Nashville, Tenn.• Maxwell, J.C. ( 2007). Talent Is Never Enough. Thomas Nelson, inc.
  18. 18. THE ENDThank You & Good-Bye.