This document discusses emotional intelligence and its components, which include self-awareness, self-regulation, motivation, empathy, and social skills. It provides definitions and explanations of each component. For example, it states that self-awareness involves understanding one's personality, strengths, weaknesses and emotions. The document also discusses theories of motivation from Hertzberg and Maslow and provides tips for developing empathy and social skills. Lastly, it covers different leadership styles and qualities of great leaders.

1. WELCOME

2. LEADERSHIP
THE POWER OF
EMOTONAL INTELLIGENCE
DEVELOPING
EMOTIONAL QUOTIENT
AND

3. KHANDAKR SAIFUL ISLAM
Head of Operations
Rural Services Foundation
majorsaif@gmail.com

4. Each side of the brain controls
different types of thinking.
A person who is "left-brained" is
often said to be more logical,
analytical, and objective.
A person who is "right-brained"
is said to be more intuitive,
thoughtful, and subjective.

5. Intelligence
Emotion

6. Intelligence
Emotion

7. Emotional Intelligence
Self-
awareness
Self-
regulation
EmpathySocial skill
Motivation

8. Self-awareness
 Personality
 Strengths & Weaknesses
 Thoughts & Beliefs
 Emotions & Motivations.

9. Self-regulation
 Behaviorally, self-regulation is the ability to act in
your long-term best interest, consistent with your
deepest values.
 Emotionally, self-regulation is the ability to calm
yourself down when you're upset and cheer
yourself up when you're down.

10. Motivation
 Reason for people's actions, desires, and needs.
 What causes a person to repeat a behavior.
 An individual is not motivated by another.
 Motivation comes from within individual.

11. Motivation
Hertzberg’s Two-Factor Theory:
Motivator factors
Hygiene factors
Maslow’s Hierarchy of Needs:
Physiological
Safety
Love/Belonging
Esteem
Self-actualization

12. Empathy
 Recognizing emotions in others, being able to "put oneself in
another person's shoes“.
 understanding the other person's perspective and reality.
 To be empathic, one have to think beyond yourself.
 Once you do that, you'll realize that there's so much to
discover and appreciate!

13. Develop Empathy
 see things from the other person's point of view.
 Validate the other person's perspective.
 Examine your attitude.
 Listen: Ears, Eyes, Instinct, Heart
 Pay attention, physically and mentally, to what's happening.
 Respond encouragingly to the central message.
 Be flexible – to change with other person's thoughts and feelings.
 Look for cues that you're on target.

14. Social skill
 The ways in which we interact with others. Good social skills
can help us become confident, happy and easy to get along
with.
 Survival : listening, following, ignoring, rewarding yourself.
 Interpersonal : sharing, asking permission, joining activity.
 Problem-solving : asking help, apologizing,
 Conflict resolution : dealing with losing, being left out, peer pressure.

15. Social skill
So, how can you build social skills?
 Learn conflict resolution
 Improve your communication skills
 Learn how to praise others

16. LEADERSHIP
THE POWER OF
EMOTONAL INTELLIGENCE

17.  Ability to develop a vision connects
followers who might have different
individual goal.
 Motivates to achieve goal.
 Not an act or set of acts.
 It’s a way, goes beyond goals.
 Influences to accomplish an objective
in most cohesive and coherent way.

18. Quality
Make people being moved

19. What it takes to be a leader ???

21. BORN MADE

22. specifying a leader's style or behavior that best fits the
employee and work environment in order to achieve a goal
(House, Mitchell, 1974).
Goal is to increase employees motivation, empowerment,
and satisfaction so they become productive members of the
organization.
Victor Vroom's expectancy theory
THE PATH-GOAL THEORY

23. Low programmability
Low job autonomy
Consultative/
Participative
Low programmability
High job autonomy
Consensus/
Laissez-Faire
High programmability
Low job autonomy
Autocratic/
Benevolent autocratic
High programmability
High job autonomy
Consultative/
participative
MATRIX
LOW
LOW
HIGH
HIGH
Eric Flamholtz & Yvonne Randle
When you start to manage new
people, how do you know which
leadership style you should use?
Different people and different
types of projects need different
leadership styles.
THE LEADERSHIP STYLE MATRIX

24. Concern for People: this is the degree to
which a leader considers team members'
needs, interests and areas of personal
development when deciding how best to
accomplish a task.
Concern for Results: this is the degree to
which a leader emphasizes concrete
objectives, organizational efficiency and
high productivity when deciding how best to
accomplish a task.
THE BLAKE MOUTON MANAGERIAL GRID

25. “There has certainly been for you in the Messenger of Allah an excellent
pattern for anyone whose hope is in Allah and the Last Day and [who]
remembers Allah often.”
Al Quran, Al Ahzab [33: 21]

26.  Seek advice,
 Prioritize pardon.
 Value teaming up.
 Treasure relationship.
 Leading from the Front.
 Courage, determination.
 Check your ego at the door.
 Awareness and far sightedness.
 Negotiation and conflict resolution.
 Focus on obedience, not outcomes.
 Building coalition not compromising core.
 Accept the outcomes of legitimate processes.
LEARNING
FROM
GREAT
LEADERS

27.  Creating safe space
 Nurturing Individual Growth
 Connecting the Organization
 Empowering Others to Perform
 Fostering Organizational Learning
Harvard Business Review
LEADERSHIP QUALITIES

28.  Know thyself
 Know your men
 Led by examples
 Set personal examples
 Deal with all issues justly
 Ensure welfare of your men
 Respect social and cultural values
 Continuous learning for development
 My people come first, ME at last, and always last
LEADERSHIP PRINCIPLES

30. THANK YOU VERY MUCH