1. 5/23/2013 1EI

2.  Recall a situation in the last one week when
you have felt extremely emotional…..
 Can you identify the emotion?
 Name it
 Now recall how you felt?
 Describe it
 How did you deal with it?
 Describe your behavior
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3.  IQ means intelligence quotient
 EQ means emotional quotient
 EI means emotional intelligence
9/29/2013 3EI

4. EQIQ
THE PERSONALITY
The
HEAD
The
HEART
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5. "Emotional Intelligence, more than any other
asset, more than IQ or technical expertise, is
the most important overall success factor."
Warren Bennis, Ph.D.,
Distinguished Professor of Business
Administration,
Founding Chairman of The Leadership Institute
at the USC
5/23/2013 5EI

6. GETS YOU
HIRED
GETS YOU
FIRED/PROMOTED
THE PROFESSIONAL SUCCESS
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7.  Emotion – How a person feels about
something
 Intense & Specific
 Intelligence – IQ
Multiple Intelligence
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8. Intelligence Characteristics Famous examples
Logical / Mathematical Quantifies / Calculates /
Analytical / Einstein
Verbal / Linguistic Words Writers / Poets /
Shgakespeare /Tom Peters
Interpersonal Interacts / Understands
others / Empathises
Oprah Winfrey
Intrapersonal Independent / Goal-
Oriented / Perseverant
Howard Hughes
Visual / Spatial Mental models Architects
Musical Sensitivity to pitch,
melody, rhythm
Mozart
Bodily / Kinesthetic Physical movement Gymnasts / Dancers
Naturalist Connect to nature
Existential Personal mission /
Purpose
Victor Frankl, Martin
Luther King
Emotional Emotionally mature Gandhi
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9. Ability to perceive and express
emotion, assimilate emotion in
thought, understand and reason with
emotion, and regulate emotion in
oneself and others

10.  The subset of social intelligence that involves the
ability to monitor ones’ own & others feelings &
emotions, to discriminate amongst them and to use
this information to guide one’s thinking & actions
•Salovey & Mayer (1990)
 The capacity for recognising our own feelings and
those of others, for motivating ourselves, and for
managing emotions well in ourselves and in our
relationships
•Daniel Goleman (1995)
9/29/2013 10EI

11. Self-
Awareness
Self-
Regulation
Self-
Motivation
Empathy
Social Skill Dimensions
of
Emotional
Intelligence
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12. • Self-understanding; Knowledge of
feelings in the moment
Self -
Awareness
• Handle one’s emotions
Self –
Regulation
• Overcome negative emotional
impulse & delay gratification to
attain desired outcome or goal
Self -
Motivation
• Understand & be sensitive to other’s
feelingsEmpathy
• Interact with ease with others &
form networks
Social
Skills
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13. Social Awareness
Self-management
Understanding and sensitivity to the
feelings, thoughts, and situation of
others
Controlling or redirecting our internal
states, impulses, and resources
Self-awareness
Understanding your own
emotions, strengths, weaknesses, val
ues, and motives
Relationship
Management
Managing other people’s emotions
Lowest
Highest

14. Self Awareness -
Assignment:
• Recall the strongest emotions you experienced
recently. Beside each emotion, write down your
accompanying bodily sensations and thoughts.
• In a final column, write down how you became aware
of that feeling. That is, did you recognize the emotion
as it occurred, become aware of it through bodily
sensations, or become aware of it through thoughts?
9/29/2013 14EI

15. Personal
Competence
(SELF)
Social Competence
(OTHER)
Recognition
Self Awareness Social Awareness
Emotional Self Awareness
Accurate Self Assessment
Self Confidence
Empathy
Service Orientation
Organisational Awareness
Regulation
Self Management Relationship
Management
Self Control
Trustworthiness
Conscientiousness
Adaptability
Achievement Drive
Initiative
Developing others
Influence
Communication
Conflict Management
Leadership
Building bonds9/29/2013 15EI

16. SELF AWARENESS
EMOTIONALAWARENESS: Recognizing one’s
emotions and their effects.
ACCURATE SELF-ASSESSMENT: Knowing one’s
strengths and limits.
SELF-CONFIDENCE: Sureness about one’s self-worth
and capabilities.
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17. SELF MANAGEMENT
SELF-CONTROL: Managing disruptive emotions and
impulses.
TRUSTWORTHINESS: Maintaining standards of honesty
and integrity
CONSCIENTIOUSNESS: Taking responsibility for personal
performance.
ADAPTABILITY: Flexibility in handling change.
INNOVATIVENESS: Being comfortable with and open to
novel ideas and new information.
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18. SELF MOTIVATION
ACHIEVEMENT DRIVE: Striving to improve or
meet a standard of excellence.
COMMITMENT: Aligning with the goals of the
group or organization.
INITIATIVE: Readiness to act on opportunities.
OPTIMISM: Persistence in pursuing goals despite
obstacles and setbacks.
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19. SOCIAL AWARENESS
EMPATHY: Sensing others’ feelings and perspective,
and taking an active interest in their concerns.
SERVICE ORIENTATION: Anticipating,
recognizing, and meeting customers’ needs.
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20. SOCIAL SKILLS
INFLUENCE: Wielding effective tactics for persuasion.
COMMUNICATION: Sending clear and convincing
messages.
LEADERSHIP: Inspiring and guiding groups and people.
CHANGE CATALYST: Initiating or managing change.
CONFLICT MANAGEMENT: Negotiating and resolving
disagreements.
BUILDING BONDS: Nurturing instrumental relationships.
COLLABORATION AND COOPERATION: Working
with others toward shared goals.
TEAM CAPABILITIES: Creating group synergy in
pursuing collective goals.
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21. 9/29/2013EI 21
 EMOTIONAL COMPETENCY
 EMOTIONAL MATURITY
 EMOTIONAL SENSITIVITY

22. 9/29/2013EI 22
 Tackling Emotional Upsets
 High Self-esteem
 Handling Egoism
 Handling Inferiority Complex

23. 9/29/2013EI 23
 Self-Awareness
 Developing Others
 Adaptability and Flexibility

24. 9/29/2013EI 24
 Understanding Threshold of
Emotional Arousal
 Empathy
 Improving Inter-personal Relations
 Communicability of Emotions

25. Supporters say… Critics speak…..
Intuitive Appeal
EI predicts
criteria that
matter
EI is biologically
based
EI is a vague
concept
EI cannot be
measured
Validity of EI is
suspect
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26.  Fed Ex – Leadership Development
 Daimler-Benz – Project Manager
 General Electric – Leadership Bench
 Eli Lilly – Sales Force
 US Navy & Marine Corps – Train-the-Trainer
for Change Management
 Harvard Business School study
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27.  At L’Oreal, sales agents selected on the
basis of certain emotional competencies
significantly outsold salespeople selected
using the company’s old selection
procedure. On an annual basis, salespeople
selected on the basis of emotional
competence sold $91,370 more than other
salespeople did, for a net revenue increase
of $2,558,360. Salespeople selected on the
basis of emotional competence also had 63%
less turnover during the first year than
those selected in the typical way (Spencer
& Spencer, 1993; Spencer, McClelland, &
Kelner, 1997).
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28.  In a national insurance company,
insurance sales agents who were
weak in emotional competencies
such as self-confidence, initiative,
and empathy sold policies with an
average premium of $54,000. Those
who were very strong in at least 5 of
8 key emotional competencies sold
policies worth $114,000 (Hay/McBer
Research and Innovation Group,
1997).
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29. Another emotional competence, the
ability to handle stress, was linked
to success as a store manager in a
retail chain. The most successful
store managers were those best able
to handle stress. Success was based
on net profits, sales per square
foot, sales per employee, and per
dollar inventory investment (Lusch &
Serpkeuci, 1990).
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30. Optimism is another emotional
competence that leads to increased
productivity. New salesmen at Met
Life who scored high on a test of
"learned optimism" sold 37 percent
more life insurance in their first two
years than pessimists
(Seligman, 1990)
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31.  Global study by J&J Consumer & Personal Care
Group on 358 managers
 Rated by Supervisors, Peers & Subordinates
 High performance managers rated higher on
Self-Confidence, Achievement
Orientation, Initiative, Leadership, Influence and
Change Catalyst
 Gender Differences
 Females
 Supervisors - Adaptability and Service
Orientation
 Peers - Emotional Self-
Awareness, Conscientiousness, Developing
Others, Service Orientation, and
Communication
 Males
 Change Catalyst
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32.  Financial advisors at American
Express whose managers completed
the Emotional Competence training
program were compared to an equal
number whose managers had not.
During the year following
training, the advisors of trained
managers grew their businesses by
18.1% compared to 16.2% for those
whose managers were untrained.
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