The document discusses emotional intelligence (EI) as a crucial skill encompassing self-awareness, self-regulation, motivation, social awareness, and social skills, differentiating it from traditional IQ measures. It emphasizes the importance of EI in workplace effectiveness, decision-making, leadership, and interpersonal relationships, highlighting its role in fostering better job performance and satisfaction. Additionally, it suggests that EI can be developed through training and coaching, and addresses the implications and challenges of measuring EI in various organizational contexts.

1. EMOTIONAL INTELLIGENCE
BY: SOFT SKILLS WORLD

2. What is Intelligence?
• Typically focused on
– analytic reasoning
– verbal skills
– spatial ability
– attention
– memory
– judgement
• Murky concept with
definitions by many
experts...

3. What is Emotional Intelligence?
EI – “Street Smarts”
• Not aptitude, vocational interest, or personality
• Can be improved by coaching, training and experiences
A program for intra and inter
personal effectiveness of the
people

4. INTRAPERSONAL + INTERPERSONAL = EI
This is inner intelligence we use This is outer intelligence we use to
to know, understand and sense, understand & manage our
motivate ourselves relationships with others
1. Self-Awareness
4. Social Awareness
2. Self Emotion Management
5. Empathy (Social Skills)
3. Self Motivation
The Core Capabilities

5. Short Clip on EI Vs IQ

6. Difference Between EQ and IQ
 IQ has been the traditional measure of ‘intelligence’ i.e.
technical skills
 EQ means - how well a person can perform in a particular job.
It is the capacity to recognize our own feelings and feelings of
others, to motivate ourselves, and to manage our emotions
and our relationship
 EQ has two major dimensions of competence:
1. Personal Competencies
2. Social Competencies

7. Another viewpoint for
Emotional Intelligence (EI)?
The capacity for recognizing our own
feelings and those of others, for motivating
ourselves, and for managing emotions well
in ourselves and in our relationships.
•“Being nice”
•Letting feelings
hang out”

8. Personal Competence
(How well we manage ourselves)
 There are three components of Personal Competence
I. Self-Awareness
II. Self-Regulation
III. Motivation
 Know one’s own strengths and limitations

9.  Focus on professional and personal improvement
 Look for opportunities to improve a development area
 Seek feedback from staff, at all levels
 Acknowledge strengths, personal attributes as well as
areas for improvement

10.  Capable of showing restraint when working under
conditions of stress, frustration and tension
 Maintain a balance between one’s professional and
personal lives
 Know when and how to say “No”
 Be open to candid feedback, continuous learning and self-
development
 Thirst for constructive criticism
 Present oneself with self-assurance

11. Value of taking time for self- awareness
requires abilities
• To recognize appropriate body cues and emotions
• To label cues and emotions accurately
• To stay open to unpleasant as well as pleasant
emotions
• Includes the capacity for experiencing and
recognizing multiple and conflicting emotions

12.  Manage one’s impulsive feelings and distressing emotions
during stressful situations by staying calm and composed
 Build trust by demonstrating reliability
 Admit one’s own mistakes and assume responsibility for
them.
 Take tough, principled stands, even if they are unpopular
 Follow through on promises and commitments
 Tactfully confront other colleagues, if their behavior is less
than ethical

13.  A passion to reach goals with energy
 Maintain a result-oriented, high drive in order to meet
standards and objectives
 Make sacrifices and contributions above and beyond
the call of normal duty to meet larger organizational
goals
 Take pride in and be passionate above your own work
 Deviate from established rules and procedures, when
necessary, to get the job done
 Mobilize others, through extraordinary, enterprising
efforts
 Persist in reaching goals, despite obstacles and
setbacks

14. Social Competence
It has two competencies
I. Social Awareness / Empathy – Understanding others’
feelings and concerns and treating them accordingly
II. Social Skills – Ability to find common ground and
building rapport to induce desirable responses in
others

15.  Be attentive to emotional signals, listen well, be
sensitive and understanding of others’ perspectives
 Offer to help out based on an understanding of others’
needs and feelings.
 Give timely and regular guidance / coaching
 Seek ways to increase colleagues’ satisfaction and
loyalty

16.  Respect and relate well to individuals of varied
backgrounds
 Understand diverse work views and be sensitive to
group difference
 Generously and gladly offer appropriate assistance
 Challenge others’ biases and intolerances
 Understand a colleague’s perspectives and act as a
trusted advisor

17. Developing empathy links to
• Greater emotional
stability
• Greater interpersonal
sensitivity
• Better job
performance
Developing empathy

18.  Develop skills at influencing and winning people over
 Seek mutual understanding
 Welcome the sharing of information, plans and
resources with other colleagues fully
 Deal with difficult issues in a straightforward manner
 Foster open communication, stay open-minded to
negative, as well as positive news.

19. The danger of the socially nice personality
• Have you ever met a nice
person, but the “bells
have gone off?”
• Charisma draws in but
not always to desired
ends, e.g., Hitler, Jim
Jones.
• Empathy can be faked; so
can other emotions.
The art of social relationships--managing
emotions in others

20. Some Gender Differences
• More willing to • Greater need for
compromise social connectedness
connectedness for • Have a wider range of
independence emotions
• Not as good as women at • Better at reading
this emotions
• Less adept than women • Better at developing
overall social strategies overall
• Perhaps more engaged
• More physiologically in marital conflict
overwhelmed by marital
conflict

21. The EI Framework
Self Others
Self Social
Awareness Awareness
There is only corner of universe The ways that people treat us
Awareness
that can be certain of improving : are reflections of the ways we
that is your own self treat ourselves
Self Motivation
Self E-motion Social
Management - Is the spirit that moves Skills
Actions
Managers need to get to know and trust their
people as individuals instead of relying on
There is nothing either good or bad systems and controls.
but thinking makes It so
Direct personal contact and coaching keeps
managers appraised of real business
challenges through a shared understanding

22. EI Competence Model
Self Awareness Social Awareness
Ability to see ourselves to be aware of Ability to
• Our Goals – Immediate & Long-term • Know boundaries of relationships
• Beliefs about us and others • Check out Expectations
• Things that drive us to work • Review Own perceptions
• Rules we live by • Review others’ perception of you
Motivation
• Values we hold dear • Examine interactions
• Our Inner voice • Adopt positive Self-Talk
• Determine the desired outcomes
• Build your “A” Team (Support
Self Management Network) Social Skills
• Find an inspirational Mentor
Ability to • Create an Environment where
you will feel Happy Ability to help others to
• Recognize Stressful feelings
• Take time out
• Develop their emotional capability
• Shift focus away from racing mind or disturbing • Resolve differences
emotions • Solve problems
• Look for more effective response to this stressful • Communicate effectively
situation • Become motivated
• Listen to what the heart says

23. EI Importance to the Workplace
• Enhance cognitive processes
• Decision Making
• Encouraging flexibility and
change
• Organizational culture
management
• Shift to team based
workplace

24. Importance of EI in Organizations
 The higher you go, the more EI matters--the more SOCIAL
COMPETENCE matters
• Workplace EQ traits
– influence, communication, leadership, change catalyst, conflict
management, building bonds, collaboration and cooperation;
team capabilities
• Army Values
– leadership, duty, respect, selfless service, honor, integrity,
personal courage

25. Importance of EI to Organizations, too
• 50% of work satisfaction is determined by the
relationship a worker has with… his/her boss.
• EI is a prerequisite for effective leadership across
borders.
– Requires a high level of self-mastery and people skills;
ability to put yourself into the positions of others.

26. EQ Map
• Developed by Esther Oriolo and Robert K Cooper
 “Unique non-judgmental, interactive approach to assessing many
areas including emotional intelligence, stress, self-esteem, resiliency,
and creatively.” (Cherniss, Goleman 2001, 118)
Success
Building
Trusting
Relationships
Increasing Energy and
Creating the Future
Effectiveness Under
Innovation
Pressure
Unique Potential
Initiative

27. Managing one’s own emotions
• EI is like a smoke alarm--we’re not good at
influencing whether a particular emotion will
arise. EI tells us something is arising.
• We do have tremendous individual variability in
the degree to which we can consciously limit the
duration of unpleasant emotions and the degree
of influence over the behaviors which may arise.
Self regulation

28. Out of control emotions
• Impair reasoning (even smart people sometimes act
stupidly)
• May increase the likelihood that chronic emotional
problems will result, (e.g., clinical depression or chronic
anxiety or hostility)
Managing one’s own emotions

29. Emotional development
• We develop external
strategies first
• Then we develop The
social strategies more
strategies
• Girls do better at
the better
developing strategies
overall
Managing one’s own emotions

30. Using emotions to maximize intellectual
processing and decision making
• As a person matures, emotions begin to shape and
improve thinking by directing a person’s attention to
important changes, (e.g., a child worries about his homework
while continually watching TV. A teacher becomes concerned
about a lesson that needs to be completed for the next day. The
teacher moves on to complete the task before concern takes over
enjoyment.
Mayer and Salovey, 1995
self motivation

31. Utilizing mild emotional swings to perform
one’s options more effectively
• “Gut feeling” can be used to effectively guide
decisions--a neurological understanding of how
unconscious and conscious gut feelings guide
decisions, e.g., when prioritizing, emotions help
move the decisions.
• Harness emotions to promote or hinder
motivation. (Anxiety, hostility, sadness)
• Emotional swings to increase the accuracy
of one’s perspective on future events.
Using emotions to maximize intellectual processing and decision making

32. What is Your EQ???
Let’s Have a Test

34. There are instruments to measure EI...
• Take time for mindfulness
• Recognize and name emotions
• ID the causes of feelings
• Differentiate having the
emotion and doing something
about it
• Learn optimism to challenge
distortion
• Learn distraction techniques
• Listen to voice of experience
• Develop Listening skills

35. Advantages of Using EI
• Paper appearances can be deceiving
• Candidates aware of emphasis placed on
emotional intelligence within the organization
• IQ can indicate what profession an individual
can hold, EQ will be a more powerful predictor
of performance

36. Disadvantages of Using EI
• EI dependent on situational factors
• Assumes stability across all situations
• Length of testing – sufficient proof?
• Congruency between self-evaluation and recruiter
evaluation
• Certain jobs not dependent on level of Emotional
Intelligence

37. Conclusion
• Different EI components are more relevant depending on specific job requirements
• Training can be used as a way to increase EI of employees
• Bar-On provides the only statistically proven method of determining an individual’s EI,
therefore choose methods wisely
• Must consider that EI is a relatively new method for predicting job performance, and
longer studies may be required to confirm validation of methods

38. Tan Q