This one-hour presentation focuses on the nuances of Emotional Intelligence and its particular relevance to women in leadership positions as they navigate change and inspire their team members to be their best.

1. Alicia B. Harvey-Smith, Ph.D.
PITTSBURGH TECHNICAL COLLEGE
President/CEO
Irene Harper, Ph.D., LIMHP, NCC
BELLEVUE UNIVERSITY
Associate Professor, College of Arts & Sciences
Presented by:
WOMEN IN LEADERSHIP 2019  NATIONAL DIVERSITY CONGRESS
Harvard University Faculty Club  November 5, 2019

2. Session Objectives
1. Operationalize Emotional Intelligence
How to recognize, process and channel emotions effectively
2. Engage in Emotional Intelligence Ice Breaker
Interactivity, assessment and discussion
3. Share Emotional Intelligence Research
Data used to support effective change
4. Explore Nuances of Emotional Intelligence
Its importance and application to effective leadership
2

3. Session Objectives (cont.)
5. Put Your Emotional Intelligence to Work
An exercise to assess your Emotional Intelligence
6. Examine Feminine Power
Important Emotional Intelligence strategies for women in leadership
7. Summarize Discussion
Key takeaways, questions and final thoughts
3

4. Operationalizing
Emotional Intelligence
4

5. 5
RESPONDREFLECTREVIEW
“If you are tuned out of your own
emotions, you will be poor at
reading them in other people.”
 Daniel Goleman

6. The capacity to be aware of, control, and express one's
emotions, and to handle interpersonal relationships
judiciously and empathetically; emotional intelligence is
the key to both personal and professional success.
What is Emotional Intelligence?
 Oxford English Dictionary
“
“

7. Emotional Intelligence and Effective Leadership:
A WINNING COMBINATION
7

8. Activity 1: Eye Contact Ice Breaker
8
No eye contact – Walk around the room and purposely avoid
eye contact with anyone. How did you feel during the interaction
(or lack thereof)?
Abrupt eye contact – Make eye contact with an individual and
abruptly look away. How did you feel during the interaction?
Isolated eye contact – Make eye contact with one individual,
but avoid looking anyone else in the eye. How did you feel during
the interaction?
Group discussion/takeaways

9. 9
your own emotionsMANAGE
to the emotions of othersCONNECT
everyone to give their bestINSPIRE

10. Emotional Intelligence Research
10

11. 11
RESPONDREFLECTREVIEW
“Emotional intelligence, more than any other factor, more than
I.Q. or expertise, accounts for 85% to 90% of success at work.
I.Q. is a threshold competence. You need it, but it doesn’t make
you a star. Emotional intelligence can.”
 Warren G. Bennis

12. Continual Evolution of
Emotional Intelligence Research
• Fairly new concept
– Introduced by Professors Peter Salovey and John Mayer
in their 1990 paper, Emotional Intelligence
• Concept was popularized by journalist
Daniel Goleman’s 1995 best-seller,
Emotional Intelligence: Why It Can Matter
More than IQ
12

13. Continual Evolution of
Emotional Intelligence Research (cont.)
• Salovey, Mayer and Caruso later documented a 16-step developmental
model of EI (2008) that encompassed four key abilities:
– Ability to perceive emotions in oneself and others accurately
– Ability to use emotions to facilitate thinking
– Ability to understand emotions, emotional language,
and the signals conveyed by emotions
– Ability to manage emotions so as to attain
specific goals
• In 2016 the four-branch model of
emotional intelligence was updated
to include areas of reasoning

14. “Emotional Intelligence includes the ability to engage in
sophisticated information processing about one’s own and
others’ emotions and the ability to use this information as a
guide to thinking and behavior. That is, individuals high in
emotional intelligence pay attention to, use, understand, and
manage emotions, and these skills serve adaptive functions
that potentially benefit themselves and others.”
Emotional Intelligence: A Refined Definition
(Salovey, Mayer and Caruso, 2008)
 Peter Salovey, John D. Mayer and David R. Caruso (2008)

15. 15
Ability-Based Model
(Mayer & Salovey)
Mixed Model
(Goleman)
Trait Model
(Petrides)
3 Common
EI Models

16. Looking at EI
from Multiple
Perspectives
16
Personal
Competence
(INTERNAL)
Social
Competence
(EXTERNAL)
Self-
Awareness
Social
Awareness
Self-
Management
Relationship
Management
What I See
[OBSERVATION]
What I Do
[ACTION]

17. The Seventh Learning College Principle
EI Underpinnings
7th Learning College Principle
A Framework for
Transformational Change:
Create and nurture an organizational
culture that is open and responsive
to change and learning.
17Harvey-Smith, 2005

18. CARE Model of Emotional Intelligence
18
Compassion
Appreciation
Respect
Empowerment
C
A
R
E Essential Leadership
Standards

19. EI Measurement & Assessment
Mayer-Salovey-Caruso Emotional
Intelligence Test (MSCEIT)
(Mayer & Salovey, 2002)
• Measures 4 components of EI:
– Perceiving emotions
– Using emotions
– Understanding emotions
– Managing emotions
Emotional Competency Inventory (ECI)
(Daniel Goleman, 1998)
• Measures 18 competencies
and 4 dimensions of EI:
– Self-awareness
– Self-management
– Social awareness
– Relationship management
Two most prominent Emotional Intelligence scales:
19

20. ASSESSMENT FINDINGS:
Key Aspects of EI Influencing Leadership Success
(Andrews, 2017)
20
Men and Women scored EQUALLY in terms of emotional intelligence:
1. Self-confidence
2. Assertiveness
3. Stress tolerance
1. Empathy
2. Social responsibility
3. Interpersonal
relationships
1. Self-actualization
2. Flexibility
3. Motivation
IMPORTANT DISTINCTION:
Masculine skills are highly valued; feminine skills are referred to as soft skills
Male Strengths Female Strengths
4. Reality testing
5. Impulse control
6. Optimism
Gender-Neutral Areas

21. Exploring Nuances of
Emotional Intelligence
21

22. 22
RESPONDREFLECTREVIEW
“Knowing others is intelligence; knowing
yourself is true wisdom. Mastering others is
strength; mastering yourself is true power.”
 Lao Tzu

23. In your leadership role:
 Think of a pivotal moment when you used EI at a high level.
What was the outcome?
 Think of a pivotal moment when you failed to use EI.
What was the outcome?
23

24. Activity 2: Assessing Your Emotional Intelligence
24
Using the assessment sheet provided, evaluate each statement
as you actually are, rather than how you think you should be.
When you’re finished, calculate your total and use the table
on the flip side of the assessment to determine your level of EI.
Group discussion/takeaways.

25. BO
SS
LEA
DER
VS
DRIVES
employees
COACHES
employees
Depends on
AUTHORITY
Depends on
GOODWILL
Inspires
FEAR
Generates
ENTHUSIASM
Says
“I”
Says
“WE”
PLACES BLAME
for breakdown
FIXES
breakdown
KNOWS
how it is done
SHOWS
how it is done
USES
people
DEVELOPS
people
TAKES
credit
GIVES
credit
ORDERS
people
ASKS
people
Says
“LET’S GO”
Says
“GO”

26. If You Ever Wondered
Whether Leadership Style Mattered…
26
EMPLOYEES ARE
LESS LIKELY TO LEAVE A JOB IF
THEY HAVE A HIGH EI MANAGER

27. 27
A leader’s journey toward
emotional intelligence
Janice
Marketing Manager, Fortune 500 Company
• Strengths: Business expertise, strategic planning,
anticipation of business issues, focus on goals
• Weaknesses: Viewed as aggressive, impatient, opinionated,
lacking in political astuteness, abrasive, insensitive
• Dilemma: Within 6 months, Janice’s low EI was putting
her position in jeopardy

28. 28
A leader’s journey toward
emotional intelligence
• Conducted by organizational
psychologist
• 360° evaluation by direct
reports, peers, managers
• Low ratings:
− empathy
− adaptability
− managing conflicts
− rapport
− ability to read others’ reactions
− awareness of when to back off
• Daily reflections
• Rehearsal/visualization
• Personal coaching/modeling by
veteran manager with high EI
ASSESSMENT COACHING STRATEGY
• Through reflection, observation,
and repetition, social behaviors
became second nature
• Led to two-level promotion!
RESULTS

29. 29
A leader’s journey toward
emotional intelligence
• Some key staff members were
leaving Janice’s department
• Janice asked organizational
psychologist to come back in
• Findings: Janice had mastered
ability to communicate with
peers and management, but still
lacked finesse in connecting
with direct reports
• Coaching sessions were repeated to
refocus attention on staff’s emotional
needs and fine-tune communication style
TWO YEARS LATER
ASSESSMENT
COACHING STRATEGY
RESULTS
• Dramatic increase in positive feedback
on staff opinion surveys, particularly in
emotional commitment and intention
to stay with organization
• Translated to 6% increase in annual sales
• Ultimately led to promotion as president
of multibillion-dollar unit!

30. 30
BOTTOM LINE:
Emotional Intelligence can
be learned… but it needs
to be continually nurtured

31. 31
INTELLIGENCE
QUOTIENT
EMOTIONAL
INTELLIGENCE
No change
Stable over lifetime
No change
Stable over lifetime
Flexible
Able to change
IQ EI
PERSONALITY

32. Dominance
Influence
Steadiness
Conscientiousness
shapes environment by
overcoming opposition
to accomplish results
shapes environment
by influencing or
persuading others
cooperates with others
within existing circumstances
to carry out tasks
works conscientiously within
existing circumstances to
ensure quality and accuracy
HIGH EI LOW EI
Assertive
Ambitious
Driving
Strong-willed
Decisive
Aggressive
Demanding
Egotistical
Bossy
Confrontational
Warm
Enthusiastic
Sociable
Charming
Persuasive
Easily Distracted
Glib
Selfish
Poor Listener
Impulsive
Patient
Stable
Predictable
Consistent
Good Listener
Resistant to Change
Passive
Unresponsive
Slow
Stubborn
Detailed
Careful
Meticulous
Systematic
Neat
Critical
Picky
Fussy
Hard to Please
Perfectionistic
DISC PERSONALITY PROFILES
32

33. Feminine Power:
EI Strategies for Women In Leadership
33

34. 34
RESPONDREFLECTREVIEW
“It is very important to understand that
emotional intelligence is not the opposite of
intelligence, it is not the triumph of heart over
head – it is the unique intersection of both.”
 David Caruso

35. Qualities of Emotionally Intelligent Leaders
35
5
Source: Goleman, D. {2006}.
“Emotional Intelligence: Why It
Can Matter More Than IQ.”
Bantham
Self
Awareness
Self
Management
MotivationEmpathy
Social Skills
EMOTIONAL
INTELLIGENCE
Reexamining the

36. How Women Leaders Can Capitalize on their EI Skill Set
Young girls (future leaders) are encouraged to develop
empathy and express emotions
• Extensive practice in empathy and reading emotions prepares
women leaders for the intricacies of people management and
decision-making
Women executives lead by influence, not direct authority
• Years of overcoming career barriers drives women leaders to
leverage a variety of approaches to achieve success
• Leading by influence is more subtle – and typically more
appreciated – than the potentially abusive “power trip” approach
36
The loudest voice is not always the strongest voice

37. How Women Leaders Can Capitalize on their EI Skill Set
Women are not born with more EI, they just work at it harder
• It’s not a pure gender trait as much as a matter of motivation
• Ultimately, the best executives – male or female – rate high in
emotional intelligence
Women do have a stronger predisposition for empathy
• When someone else is upset, women’s brains tend to stay with those
feelings and seek perspective, whereas men’s brains quickly switch to
problem-solving mode
37
The loudest voice is not always the strongest voice

38. How Women Leaders Can Capitalize on their EI Skill Set
Successful negotiation is based on strong relationships
• As natural relationship builders, women leaders can establish trust
• This trust allows them to safely address gaps and build bridges that lead
to successful compromises
Sensitivity to feedback paves the way for change
• Women leaders tend to listen more and respond to input, which opens
doors to solving problems, gaining buy-in and effecting change
38
The loudest voice is not always the strongest voice

40. 40
Are You a Socially Intelligent Leader?
Empathy
 Do you appreciate the culture and values of the group or organization?
 Do you understand social networks and know their unspoken norms?
Attunement
 Do you listen attentively and
think about how others feel?
 Are you attuned to others’
moods?
Organizational Awareness
 Do you understand what
motivates other people, even
those from different
backgrounds?
 Are you sensitive to others’
needs?
Influence
 Do you persuade others by engaging them in discussion and appealing
to their self-interests?
 Do you get support from key people?
Developing Others
 Do you coach and mentor others with compassion and personally invest
time and energy in mentoring?
 Do you provide feedback that people find helpful for their development?
Teamwork
 Do you articulate a compelling vision, build group pride, and foster a
positive emotional tone?
 Do you lead by bringing out the best in people?
Inspiration
 Do you solicit input from everyone
on the team?
 Do you support all team members
and encourage cooperation?

41. 41
CHOOSE to start
your day—don’t let
the day start you
Eat NOURISHING
food mindfully
Walk MINDFULLY
between meetings
(no calls/emails/texts)
Attend to only
ONE thing at a time
Give each person
who talks to you
your FULL attention
Practice listening
WITHOUT making
judgments
Take PLEASURE
in your work
Switch OFF at the
end of the day
MINDFULNESS
AT W O R K
MINDFULNESS means
paying attention in
a particular way:
on purpose, in the
present moment,
and non-judgmentally.
− Jon Kabat-Zinn

42. Always do
your best.
Don’t take
anything
personally.
Don’t make
assumptions.
THE FOUR AGREEMENTS
don Miguel Ruiz, 1997
Be impeccable
with your
word.

44. Presenter Contact Information
Alicia B. Harvey-Smith, Ph.D.
PITTSBURGH TECHNICAL COLLEGE
President/CEO
harveysmith.alicia@ptcollege.edu
412-809-5303
Irene Harper, Ph.D., LIMHP, NCC
BELLEVUE UNIVERSITY
Associate Professor, College of Arts & Sciences
iharper@bellevue.edu
402-557-7835

45. References
Bradberry, Travis and Greaves, Jean. Emotional Intelligence 2.0. San Diego, CA: TalentSmart, 2009.
Casciaro, Tiziana and Lobo, Miguel Sousa. “Competent Jerks, Lovable Fools, and the Formation of Social Networks.” Harvard
Business Review, June 2005. https://hbr.org/2005/06/competent-jerks-lovable-fools-and-the-formation-of-social-networks
Goleman, Daniel and Boyatzis, Richard. “Social Intelligence and the Biology of Leadership.” Harvard Business Review, September
2008. Retrieved from: http://files-au.clickdimensions.com/aisnsweduau-akudz/files/inteligencia-social-y-biologia-de-un-
lider.pdf
Goleman, Daniel. Emotional intelligence: Why It Can Matter More Than IQ. New York: Macmillan Audio, 2005.
Green, Rachel. “Mayer and Salovey Model of Emotional Intelligence.” The EI Institute. Retrieved from:
http://www.theeiinstitute.com/what-is-emotional-intelligence/4-mayer-and-salovey-model-of-emotional-intelligence.html
Harvey-Smith, Alicia B. The Seventh Learning College Principle: A Framework for Transformational Change. NASPA Student Affairs
Administrators in Higher Education, 2005.
Harvey-Smith, Alicia B. CARE – Essential Leadership Standards. Publication date: 2020.
Keating, Michael. “Difference between a Boss and a Leader.” Visually, July 2014. Retrieved from: https://visual.ly/community/
infographic/business/difference-between-boss-and-leader
Mayer, John D., Salovey, Peter and Caruso, David R. “Emotional Intelligence: New Ability or Eclectic Traits?" American Psychologist,
September 2008, Vol. 63, No. 6, pages 503 - 517. Retrieved from: http://dx.doi.org/10.1037/0003-066X.63.6.503
Mayer, John D., Salovey, Peter and Caruso, David R. "The Ability Model of Emotional Intelligence: Principles and Updates.”
Emotion Review, 1–11, 2016.
45

46. References (cont.)
MindTools Content Team. “How Emotionally Intelligent Are You?” MindTools, n.d.
Quy, LaRae. “Using Emotional Intelligence Is A Woman Leader's Secret Weapon.” Forbes, November 2016. Retrieved from:
https://www.forbes.com/sites/womensmedia/2016/11/02/using-emotional-intelligence-is-a-woman-leaders-secret-
weapon/
Ruiz, Don Miguel. The Four Agreements: A Practical Guide to Personal Freedom. Hay House Inc., 1997.
Sinkov, Alyssa. “Emotional Intelligence in a Multicultural Workplace.” Metroplex Society of Health-System Pharmacists,
January 2017. Retrieved from: http://www.mshptx.org/uploads/3/4/1/8/34180063/mshp_presentation_update_-
_alyssa_sinkov.pptx
Tariq, Aimee. “4 Reasons Emotional Intelligence Gives Women an Upper Hand as Negotiators.” Entrepreneur, December, 2018.
Retrieved from: https://www.entrepreneur.com/article/321370
Unknown. “How Does Emotional Intelligence Affect Your DISC Profile?” TTI Success Insights, June 2015. Retrieved from:
https://www.ttisuccessinsights.com.au/blog/how-does-emotional-intelligence-affect-your-disc-profile
Unknown. “Want Higher Profits? Hire a Female CEO, CFO.” Korn Ferry Institute, October 2019. Retrieved from:
https://www.kornferry.com/institute/women-ceo-cfo-stock-performance
Unknown. “Concepts of Emotional Intelligence.” Career Connect, March 2016. Retrieved from: http://mppsccareerconnect.
blogspot.com/2016/03/gs-paper-4-concepts-of-emotional.html
Unknown. “Mindfulness at Work.” Ei4Change, November 2018. Retrieved from: https://ei4change.com/download/mindfulness-
poster/
Unknown. “50 Tips for Improving Your Emotional Intelligence.” RocheMartin, n.d. Retrieved from: https://www.rochemartin.com/
blog/50-tips-improving-emotional-intelligence/ 46