Emotional intelligence (EQ or EI) was created by researchers Peter Salavoy and John Mayer. Developing EI in the workplace means acknowledging emotions are always present and using them intelligently. Good managers have high emotional intelligence, allowing them to handle adversity, cope with change, and react appropriately to others' emotions. Eight important EI competencies for managers are self-awareness, initiative, sound decision-making, empathy, communication, influence, adaptability, and self-management. Developing these skills through self-reflection helps managers navigate uncertainty and build effective relationships.

1. Emotional Intelligence (EQ or EI)
Term created by two researchers –
Peter Salavoy and John Mayer

3. Why Emotional Intelligence is
necessary for managers
Helps managers handle
adversity & setback
Teaches managers cope when change &
uncertainty hits organisation or their personal
lives.

4. Developing EI in the workplace
Developing emotional intelligence in the
workplace means acknowledging that
emotions are always present, and doing
something intelligent with them.
People vary enormously in the skill with
which they use their own emotions and
react to the emotions of others—and that
can make the difference between a good
manager and a bad one.

5. Here’s why these eight emotional intelligence
management competencies qualities are so important
now
Self-awareness and accurate self-
assessment:
Without self-awareness and accurate self-
assessment, executives and managers will be
too quick to get irritated with others.
It will create problems in their work
relationships and in their personal
relationships, will come across as abrasive.
They won’t be able to admit mistakes or accept
useful, realistic criticism, and won’t have a
realistic awareness of their strengths or
limitations.

6. Initiative
Executives and managers who
are rather low in initiative ill be
responding to events, rather
than being proactive, thereby
finding themselves in continual
crisis mode.
Plus when leaders aren’t
utilizing initiative, they may fail
to seize strategic opportunities,
either because they haven’t
started their analysis and
planning process early enough
or because they may resist
taking even well calculated
risks.

7. Sound decision-making
• Executives low in this area may spend
more time than they can afford to in
analysis, may not demonstrate the
courage to make choices, may avoid
taking responsibility, and may lack the
commitment to execute a decision fully.
If a manager or executive is low in their
ability to make sound decisions this will
only be accentuated in a period of great
uncertainty and turbulence.

8. Empathy
When managers and executives don’t
demonstrate enough empathy in times
of uncertainty or crisis, they will likely
be seen as indifferent, uncaring and
in-authentic – all of which will make
employees be less cooperative and
less communicative.
The manager may be
left feeling
misunderstood, and
will have difficulty
“reading” their
employees

9. Communication
Managers and executives will be hampered to an
extraordinary degree if they don’t use adequate
communication skills during turbulent times.
By not communicating well enough
managers will tend to avoid getting into
dialogue about important issues, will
often only communicate good news and
will tend to try to hide bad news – hurting
trust, and will have great difficulty in
managing complicated issues.
In addition, they will appear
unavailable and uncaring to
others, which will hurt teamwork
and cooperation.

10. Influence
When executives and managers
are low in the management
competency of influence they will
fail to leave the right impression.
This will tend to alienate others
rather than getting support, may
end up working too independently
and even against the group.
This will lead to difficulty
motivating the group quickly
enough to address the eminent
challenge .

11. Adaptability
Without ramping up the ability to be
more adaptable in a time of
turbulence and uncertainty many
executives and managers will tend
to respond negatively to new,
changing situations.
In addition, they may show
emotional strain to others when they
have to shift priorities; tend to
express, or simmer with, frustration
with change – even if it is for a
positive purpose.
This will have difficulty adapting
their responses and tactics to fit
the emerging circumstances; and
ultimately will often be hesitant in
taking on new challenges.

12. Self-management

14. Components of Emotional Intelligence
SELF-MANAGEM ENT SKILLS
Skill Definition Example
1. Self-
awareness
Knowing and
being willing to
talk about your
weaknesses
You work poorly under tight
deadlines, so you plan your time
carefully—and explain to colleagues
why you're careful about your
schedule.
2. Self-
regulation
Having the ability
to control your
impulses and
channel them for
good purposes
Your group stumbles during an
important presentation. Instead of
kicking over a chair or glaring
angrily at everyone, you take time
to assess the situation. You
acknowledge the failure, consider
possible reasons for it, then call
your team together, offer your
feelings, and work together to learn
from the mistakes.
3. Motivation Being motivated
by an internal
drive to achieve,
not by external
rewards
You seek out creative challenges,
love to learn, and take great pride in
a job well done. You also constantly
explore new and better approaches
to your work.

15. ABILITY TO RELATE TO OTHERS
Skill Definition Example
4. Empathy Taking others'
feelings into
account when
making
decisions
You assign one direct report to a
prize project, leaving others
disappointed. You take the feelings
of the unhappy ones into account
and find ways to treat everyone fairly
in the long run.
5. Social skill Building rapport
with others,
inspiring them to
cooperate, and
moving them in
the direction you
desire
You're convinced that your
company's future lies with the
Internet. You find like-minded people
and use your social skill to stitch
together a virtual community of
support cutting across levels,
functions, and divisions. You use
this de facto team to create a
prototype of an innovative corporate
Web site, and you recruit people
from various company units to
represent your firm at an important
Internet industry convention.

16. Amygdala Hijack
The chemical responses we all experience
under pressure, and how that can limit our
ability to think cognitively, and move us
towards our default behaviors during what
is called an “amygdala hijack”, where this
more primitive part of our brain can
literally hijack our thinking mind.

17. Conclusion
To develop your emotional
intelligence in the workplace you must
be willing to openly and honestly
reflect on your own performance and
behavior. Your long-term success
relies on you making this an iterative
process throughout your career.