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Emotional Intelligence
The document outlines the concept of emotional intelligence (EI), focusing on personal and social competencies essential for effective emotional management. It details dimensions of self-awareness and self-management, as well as social awareness and relationship management, emphasizing the importance of these skills in organizational performance and personal well-being. Additionally, it suggests strategies for developing emotional intelligence and reflects on the significance of managing emotions effectively.
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Emotional Intelligence
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- 6. What is EI? • Emotional intelligence is the ability to understand one’s emotional make-up and the emotional make-up of others and to use insight from this knowledge to effectively manage and regulate one’s own emotions to make good decisions and to act effectively.
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- 8. Two main Areasof EI • Self Awareness • Self ManagementPersonal competence • Social Awareness • Relationship Management Social competence
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- 10. 1-The Personal Competence Self- Awareness Emotional self- awareness Accurateself assessment Self confidence Self- Management Emotional self control Transparency Adaptability Achievement orientation Initiative Optimism
- 11. 1-The Personal Competence Self- Awareness Emotional self- awareness Accurate self assessment Self confidence Knowing one’sinternal states, prefere nces, resourc es and intuition
- 12. 1-Self Competence cont. •1.1- Self Awareness – Emotional self-Awareness: oRecognizing one’s emotions and their effect
- 13. 1-Self Competence cont. •1.1- Self Awareness – Accurate self assessment : oKnowing one’s strength and Limits Howard Gardner: we spend far too much time trying remedy our weaknesses rather than building our strengths Knowing one’s weaknesses and strengths = strength
- 14. 1-Self Competence cont. •1.1- Self Awareness – Self confidence : oA strong sense of one’s self worth and Capability Albert Bandura Stanford Professor has done decades of research into “self efficacy” Confidence determines Choices, Effort, Perseverance, an d resilience
- 15. 1-The Personal Competence Self- Management Emotionalself control Transparency Adaptability Achievement orientation Initiative Optimism Managing one’s internal states, impulses and resources
- 16. 1-Self Competence cont. •1.2- Self Management – Emotional self-Control: oKeeping disruptive Emotions and Impulses in check The Marshmallow Test
- 17. 1-Self Competence cont. •1.2- Self Management – Transparency: oMaintaining integrity . Andrew Grove: Taking responsibility can be really hard. CEO of Intel during 1994 Pentium flow crisis, The company was “in denial” at first until he took personal responsibility , then the company started change!
- 18. 1-Self Competence cont. •1.2- Self Management – Adaptability oFlexibility in Handling change Carly Fiorina It's not the strongest of the species who survive nor the most intelligent, but those who are most adaptive to change #Darwin
- 19. 1-Self Competence cont. •1.2- Self Management – Achievement Drive o Set challenging goals and take calculated risks
- 20. 1-Self Competence cont. •1.2- Self Management – Initiative oReadiness to act upon opportunity Bill Gates: Unlike some students I loved college. However, I felt the window of opportunity to start a software company might not open again .
- 21. 1-Self Competence cont. •1.2- Self Management – Optimism oPersistence in pursuing goals despite obstacles and setbacks J.K Rowling Harry Potter author was divorced and living in a public assistance with her daughter in a tiny apartment in Edinburg The first Book in the series was rejected by 10 publishers !!
- 22. Stress … friendor foe ?
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- 28. 2-The Social Competence •2.1- social awareness: – Empathy Aaron feuerstine: Fire destroyed is factory Personally paid salaries of 2000 employee for 3 months until the factory was rebuilt
- 29. 2-The Social Competence •2.1- social awareness: – Organizational awareness Colin powell: The youngest general to ever be named chairman of the joint chief of staff
- 30. 2-The Social Competence •2.1- social awareness: – Service orientation: Anticipating and recognizing client needs.
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- 32. 2-The Social Competence •2.2- Relationship management: – Developing others Jack welch: General electric CEO, he spent 50% of his time on people development He knew the names and rules of 1000 persons in the company
- 33. 2-The Social Competence •2.2- Relationship management: – Change catalyst Gordon Bethune: Took over as a CEO of failing continental airlines. One of his first public acts was to take a group of employees out to the parking lot , they burned the outdated and constraining employee manual. The symbolic gesture set the stage for his successful transformation of the airline
- 34. 2-The Social Competence •2.2- Relationship management: – Influence Robert cialdini: -Told people in a restaurant “please call if your plans change” And only 10% of no show called to cancel -He began asking people “will you please call if your plans change” 30% of no show called
- 35. 2-The Social Competence •2.2- Relationship management: – Conflict management
- 36. 2-The Social Competence •2.2- Relationship management: – Teamwork :creating group synergy in pursuing collective goals
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- 38. Why would itmatter? • Emotion related dysfunction: – all or nothing thinking – excessive worrying – worrying as magical thinking – disqualifying the position – jumping to negative conclusions – “should” statements – labeling & mislabeling – personalization – stonewalling – criticism contempt
- 39. Why would itmatter? Cont. – Impacts on physical health – Impacts on relationships – Impacts on mental health – Impacts on your Job
- 40. Does it matterfor Organizations?! • Research Findings: – Emotional Intelligence & Performance (Self-Ratings of EI; Supervisor ratings of Performance) • Innovation & Creativity (r =.35, 12%) • Teamwork Effectiveness (r = .38, 15%) • Customer service (r = .35, 12%) • Organizational Commitment (r = .47, 22%)
- 41. Does it matterfor Organizations?! • Research Findings: – The higher you go, the more EI matters, the more social competencies matters
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- 43. So what doI do now?! • Develop a strategy on your own !! – Tried strategy: – Taking the time for mindfulness – Recognizing and naming emotions – Understanding the causes of feelings – Preventing depression through “learned optimism” – Managing anger through learned behavior or distraction techniques – Using “gut feelings” in decision making – Developing listening skills
- 44. Assignment ;) • Listat least 5 points of weakness and 5 points of strength • Pick 5 random moments in your and describe How you felt, why you felt that way and how did it affect your action • develop 3 different techniques to manage your moments of anger or depression.
- 45. Quote • Anyone canbe angry – that is easy…But to Be angry with the right person, to the right degree, at the right time, for the right purpose and in the right way – that is not easy!!
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Editor's Notes
- #5 Linguistic and verbal intelligence: good with wordsLogical intelligence: good with math and logicSpatial intelligence: good with picturesBody/movement intelligence: good with activitiesMusical intelligence: good with rhythmInterpersonal intelligence: good with communicationIntrapersonal intelligence: good with analyzing thingsNaturalist intelligence: good with understanding natural worldExistential IntelligenceSensitivity and capacity to tackle deep questions about human existence, such as the meaning of life, why do we die, and how did we get here
- #30 This is the ability to understand the “power” relationship in one’s own group or organization. This includes the ability to identify the real decision makers and who can influence them. It is also about recognizing the values and cultures of organizations and how those affect the way people act and behave.
- #42 Emotional Intelligence and other workplace variables:Absenteeism (r = -.54, 29%)Job Satisfaction (r = .49, 24%)Index of Occupational Stress (r = -.43, 18%)
- #44 Taking the time for mindfulnessRecognizing and naming emotionsUnderstanding the causes of feelingsPreventing depression through “learned optimism”Managing anger through learned behavior or distraction techniquesListening for the lessons of feelingsUsing “gut feelings” in decision makingDeveloping listening skills