The document discusses emotional intelligence (EI) and its impact on organizational effectiveness. It defines EI as the ability to perceive, understand, and manage emotions. Research shows that employee retention and productivity are strongly influenced by relationships with supervisors. Employees with excellent bosses are four times less likely to leave than those with poor bosses. Developing talent, teamwork, commitment and other factors are influenced by EI and important for addressing challenges organizations face. The four domains of EI - self-awareness, self-management, social awareness, and relationship management - are also outlined.

1. Communication and Human Relations

2. Emotional Intelligence (EI) “The ability to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, and regulate emotion in the self and others”

3. The Impact of EI on Organizational Effectiveness A Gallup Organization study of two million employees at seven hundred companies found that how long an employee stays at a company and how productive she is there is determined by her relationship with her immediate supervisor (Zipkin, 2000).

4. The Impact of EI on Organizational Effectiveness Spherion, a staffing and consulting firm in Fort Lauderdale, Florida, and Lou Harris Associates, found that only 11 percent of the employees who rated their bosses as excellent said that they were likely to look for a different job in the next year.

5. The Impact of EI on Organizational Effectiveness However, 40 percent of those who rated their bosses as “poor” said they were likely to leave. In other words, people with good bosses are four times less likely to leave than are those with poor bosses.

7. People need to be more creative in order to drive innovation.

9. People need to be more motivated and committed.

13. Development of talent

14. Teamwork

15. Employee commitment, morale, and health

17. Productivity

18. Efficiency

20. Quality of service

21. Customer loyalty

23. Four Major EI Domains: Self-Awareness Self-Management Social Awareness Relationship Management

24. In the Eyes of a Child

25. Self-Awareness :Understanding Feelings and Accurate Self-Assessment

26. Self-Awareness Self-Awareness is the key to realizing one’s own strengths and weaknesses. Individuals with the Accurate Self-Assessment competence are aware of their abilities and limitations.

27. Self-Awareness They seek out feedback and learn from their mistakes and know where they need to improve and when to work with others who have complementary strengths.

28. Self-Management :Managing Internal States, Impulses, and Resources

29. Self-Management Emotional Self-Control competence manifests largely as the absence of distress and disruptive feelings. Being unfazed in stressful situations or dealing with a hostile person without lashing out in return.

30. Self-Management Among managers and executives, top performers are able to balance their drive and ambition with Emotional Self-Control, harnessing their personal needs in the service of the organization’s goals.

31. Self-Management Among small business owners and employees, those with a stronger sense of control over not only themselves but the events in their lives are less likely to become angry or depressed when faced with job stress, or to quit.

32. Social Awareness :Reading People and Groups Accurately

33. Social Awareness The Empathy competence gives people an astute awareness of others’ emotions, concerns, and needs. The empathic individual can read emotional currents, picking up on nonverbal cues such as tone of voice or facial expression.

34. Social Awareness Empathy requires Self-Awareness; our understanding of others’ feelings and concerns flows from awareness of our own feelings.

35. Relationship Management: Inducing Desirable Responses in Others

36. Relationship Management We practice the essence of the Influence Competence. Effective people sense others’ reactions and fine-tune their own responses to move interaction in the best direction.

37. Relationship Management Communication Competence are effective in the give-and-take of emotional information, deal with difficult issues straightforwardly, welcome sharing information fully, and foster open communication.

38. Relationship Management The Conflict ManagementCompetence is spotting trouble as it is brewing and taking steps to calm those involved.

39. Relationship Management Visionary Leadership Competence inspire others to work together toward common goals. To step forward as needed, to guide the performance of others while holding them accountable, and to lead by example.

40. Relationship Management The Change CatalystCompetence recognize the need for change, remove barriers, challenge the status quo, and enlist others in pursuit of new initiatives.

41. Relationship Management The Building Bonds Competence recognizes networking as crucial for success; these leaders tend to choose people with a particular expertise or resource to be part of their networks.

42. Relationship Management Collaboration and TeamworkCompetence Teamwork depends on the collective EI of its members; the most productive teams are those that exhibit EI competencies at the team level.

43. Relationship Management Collaboration (Co-Labor, the capacity to work with another), a deficit in the ability to work cooperatively with peers was, in one survey, the most common reason managers were fired.

44. Levels of Emotional Intelligence

45. First Level Emotions Identified First Level is the complex of skills that allow an individual to perceive, appraise, and express emotions.

46. Second Level Emotions Redirected Second Level involve using emotions to facilitate and prioritize thinking: employing the emotions to aid in judgment.

47. Third Level Emotions Differentiated Third Level are skills such as labeling and distinguishing between emotions (differentiating liking and loving, for instance).

48. Fourth Level Emotions Managed Fourth Level is the general ability to marshal the emotions in support of some social goal.

49. A Leader’s Prayer