Emotional Intelligence

Emotional
Intelligence
as seen on…
people’s faces
a presentation brought to you by:
Greg Stewart

Greg Stewart, PhD, LPC
Dr. Greg Stewart is Senior Vice President for Profiles International’s Enterprise
Solutions Sales Division. Greg taps into his deep understanding of the impact of
“organizational culture” - the manner in which an organization utilizes strengths,
addresses challenges and adapts to change - to support executives, managers and
business owners as they implement solutions to their employee-related challenges.
He brings his passion for positive change management to developing management
training, organization development, and assessment solutions that are uniquely
tailored to help his clients succeed.

Greg is an experienced human capital expert with over 15 years in management and
human resources. After being successful in building religious, non-profit
organizations, he started his business as a management consultant, trainer and
organizational developer. As a consultant, his primary focus was executive coaching
and his specialty was performance optimization through effective people
SVP management and organizational infrastructural development. As well, Greg has
Enterprise Solutions Sales taught dozens of college-level courses on management, leadership, personal growth
and development, and organizational change.

Greg holds a BA in Organizational Leadership and a PhD in Counseling. His
dissertation was The Relationship of Emotional Intelligence with Job Satisfaction
and Organizational Commitment. He is a certified Bar-On Eq-I administrator and is
also certified with DDI (Development Dimensions International) in the building of
competency models for organizations. He has deep insight into problem-solving
and employee motivation and is a phenomenal speaker and blogger of management
imagine great people
® and leadership.

www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.

Who We Are

• Founded 1991
• Over 45,000 clients served worldwide
• Offices in nearly 130 countries
• Founding member of the Association of
Test Publishers
• Microsoft Certified Partner


Creating Value for Clients
We support our clients through the full employee
life-cycle, helping them identify the best people for their
jobs and then developing them to their fullest potential.


Diverse Base of Marquee Customers

Financial Services Retail & Consumer Travel & Hospitality Education & Government

Technology Healthcare Energy & Utilities Business Services

Customer Highlights
• 11,000 + active customers
• Customer base includes 152 Fortune 2000 companies
• Represented in nearly 130 countries

Emotions in the Workplace
• The Industrial Revolution
• Emotions and Productivity
• Emotions and Relationships


Emotional Intelligence: Goleman’s Model
• Self-Awareness
• Self-Management
• Other’s Awareness
• Other’s Management (Social Intelligence)


Emotions and Productivity: Self-Awareness/Management

Employees who enjoy a good job fit
report high job satisfaction and
performance and are less likely to
separate prematurely from the position.

- Bretz and Judge, 1993; Chatman, 1989, 1991;
Meglino, Ravlin, and Adkins, 1989)



Person-job fit is a good predictor
of effective employee commitment
as well as effective and productive
job performance.

-Greguras and Diefendorff, 2009



1. Emotion motivates and energizes action
2. Emotion controls and regulates action
3. Emotions are able to access, orient, and
develop narratives about careers

- Brown, George-Curran, and Smith (2003)



Finding one’s voice and finding one’s unique
way of expressing the self is something that
every artist understands, and every artist
knows that finding a voice is most definitely not
a matter of technique. It’s a matter of time and
a matter of searching—soul-searching.

-Kouzes and Posner, The Leadership Challenge



Personalities seek out and flourish in
career environments they fit and that
jobs and career environments are
classifiable by the personalities that
flourish in them.

- American Psychological Association (2008)


Talent Management 101

A Job Manager Leader
• PIP • Skill Expert • Mission, Vision,
• Well-placed • Productivity Mgr Values
• IDP • Objectives / Goals • Emotional Leader


EI: Reactive to Proactive
• Job Satisfaction and Organizational Commitment are
the result of:
– Job Matching
– Relationship with the supervisor
• Employee’s JS and OC is reactive
– We help you make it proactive
• The relationship with the supervisor is also reactive
– We also help you be proactive!


The ProfileXT® Evaluates What’s Behind the Surface

10% - The Obvious
Education, Knowledge, Resume,
References, Background, & Experience

90% - Below the Waterline:
• Thinking Style
• Behavioral Traits
• Occupational Interests
• Overall Job Fit


ProfileXT® Insight: What We Measure
Thinking Style
1 2 3 4 5 6 7 8 9 10 Learning Index

CAN they do the job?
1 2 3 4 5 6 7 8 9 10 Verbal Skill
1 2 3 4 5 6 7 8 9 10 Verbal Reasoning
1 2 3 4 5 6 7 8 9 10 Numerical Ability
1 2 3 4 5 6 7 8 9 10 Numeric Reasoning

Behavioral Traits
1 2 3 4 5 6 7 8 9 10 Energy Level
1 2 3 4 5 6 7 8 9 10 Assertiveness
1 2 3 4 5 6 7 8 9 10 Sociability

HOW they do the job.
1 2 3 4 5 6 7 8 9 10 Manageability
1 2 3 4 5 6 7 8 9 10 Attitude
1 2 3 4 5 6 7 8 9 10 Decisiveness
1 2 3 4 5 6 7 8 9 10 Accommodating
1 2 3 4 5 6 7 8 9 10 Independence
1 2 3 4 5 6 7 8 9 10
Objective Judgment
Occupational Interests
1 2 3 4 5 6 7 8 9 10 Enterprising
1 2 3 4 5 6 7 8 9 10 Financial/Admin

DO they love it? 1
1
2
2
3
3
4
4
5
5
6
6
7
7
8
8
9
9
10
10
People Service
Technical
1 2 3 4 5 6 7 8 9 10 Mechanical
1 2 3 4 5 6 7 8 9 10 Creative


ProfileXT® Insight: What We Measure

To What Degree
Might This Person
Exhibit the
Competencies You
are After?


The ProfileXT® & Profile Sales Assessment™

Shaded areas indicate the
Performance Model.

The Performance Models
show requirements for
the jobs in your company.



Good Match



Poor Match


EI and Leadership: Other’s Awareness/Management

• Leaders generate excitement and enthusiasm
within their followers, understand how
followers feel, and then are able to lead and
guide the emotions of employees (George,
2000).

• Managers who develop relationships with
employees help nurture JS and OC within the
employees (Kacmar, Carlson, & Brymer, 1999).



• Emotional intelligence on the part of both the
manager and employee “will result in deeper
understanding of each other” (Abraham,
1999).

• Employees have higher JS, OS, and
performance if managers who exhibit strong
leadership qualities (Loke, 2001), and have
better attitudes if the managers are high in EI
(Wong & Law, 2002).



The leader who seeks a high degree of emotional
intelligence will evaluate themselves against
how other people evaluate him or her
(Dearborn, 2001). This is a level of social
intelligence that portrays a leader who can read
the social cues of subordinates and know how
the employees are responding to their
leadership style.


Managerial Fit
Summary

Initial
Assessment

Selection

On-Boarding

Guide for managers to effectively address potential for conflict with
this candidate, as well as differences in personalities,
communication, work and learning styles


EI and Leadership


Our Offer
“Contingency”
Pilot Study

Contact Us

Profiles Assessment Asia (Pte.) Limited
An Authorized Strategic Business Partner of Profiles International

14 , Robinson Road, #08-01A, Far East Finance,
Singapore 048545
Email: info@profiles.com.sg
Telephone: 65717031
Fax: 63334636

Website: http://www.profiles.com.sg

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Emotional Intelligence

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