Emotional intelligence (EI) is critical for managers as it affects relationship management, employee motivation, and retention. It involves recognizing and managing one's emotions, understanding others' feelings, and using this knowledge to guide behavior and improve workplace dynamics. High EI in managers leads to better relationships, reduced turnover, and overall organizational success.

1. Need
Emotional Intelligence is very important for
managers as it is one of the important
deciding factor for relationship
management resulting in motivation,
retention , self management & managing
others.

2. Emotional Intelligence
• Emotional Intelligence is the
ability of an individual to deal
successfully with other people ,
to manage one’s self, motivate
other people, understand one's
own feelings and appropriately
respond to the everyday
environment
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3. Emotional Intelligence
• In Working with Emotional
Intelligence, author Daniel
Goleman defines EI in the
workplace as the ability of
employees to recognise:
• Their own feelings
• The feelings of others
• What motivates them
• How to manage their
emotions, both in themselves
and in relationships with
others
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4. Emotional Intelligence
• Emotional Intelligence doesn't mean being soft – it
means being intelligent about emotions – a different way
of being smart. Emotional intelligence is your ability to
acquire and apply knowledge from your emotions and
the emotions of others in order to be more successful and
lead a more fulfilling life.
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5. Need
• When Managers Fail, It is
Usually Due To Poor
Emotional Intelligence
by Freda
Turner
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6. Bosses and leaders, in particular, need high EQ because they represent the
organization to the public, they interact with the highest number of people
within and outside the organization and they set the tone for employee morale,
says Goleman
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7. Leaders with empathy are able to understand their employees’ needs
and provide them with constructive feedback, he says
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8. Why Emotional Intelligence is
necessary for managers
Helps managers handle
adversity & setback
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Teaches managers cope when change &
uncertainty hits organisation or their personal
lives.

9. Why Emotional Intelligence is
necessary for managers
Help them manage effective relationship.
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Help them being focussed and stay
on track by remembering purpose &
vision.

10. EQ & Managers
• Emotional Intelligence is very important for managers as
their behaviour & treatment of their people determine
turnover and retention of the company.Managers &
supervisors are the direct line of contact for the
employees.They interact daily with individuals who have
distinct needs, wants & expectations.They significantly
influence the attitudes, performance & satisfaction of
employees within their departments & other
departments.
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11. EQ is very important for managers as
they are direct line of contact & their
behaviour & treatment determines
retention & turnover
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12. EQ & Managers
• The stress of trying to
lead and satisfy so many
people's changing needs
and expectations can be
overwhelming, to say
nothing of the demands
from upper management.
Being both firm and
caring at the same time
causes many to feel
inadequate for the role..
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85 % percent of turnover is
reportedly due to an inadequate
relationship between the
employee and their direct
supervisor

13. When trust is lacking performance suffers
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14. EQ & Managers
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Enhancing EI skills enables Supervisors and Managers to regulate their emotions and
motivate themselves more effectively – allowing them to manage their own emotional
turmoil effectively and demonstrate compassion and empathy for their employees.

15. IT also provides them with the courage to push against
the system to make necessary changes for their people.
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All employees want a supportive,
caring Supervisor or Manager who has
their best interests at heart

16. EQ & Managers
Knowing this, the
employee will be
more likely to
turndown offers from
other companies to
work for such a
person.
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17. Example to illustrate how EQ can
positively or negatively impact
one's career and the organization:
She racked up a list of
accomplishments
Upon graduating from college,
Debra believed that if she worked hard, she would
achieve her career success goals
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However, just two
years into her career
she was fired.

18. Example to illustrate how EQ can positively or
negatively impact one's career and the organization:
•
Debra Benton reports in her
book, Lions Don't Need to
Roar, "I was stunned ...
college courses had not
addressed the importance of
people skills or being a team
player. That lack of knowledge
cost me my job." She thought
work was all about producing
results. While working with an
outplacement firm, Debra met
other high producers who had
lost their jobs for the same
reason.
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That lack of people management cost her job

19. The number one-factor that sets high-powered
professionals apart from the pack is a high level of
emotional intelligence, compassion and energy to
function in a team environment
Debra soon learned that
shooting stars have a short
life cycle if they are unable to
relate to and understand
others.
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20. An Example of EQ
Suppose that the morning of a big presentation you have a
fight with any of your family member. Not a big argument—
maybe just one of those unnerving spats about who forgot
to pick up the dry cleaning—so your morning doesn’t get off
on the right foot. Then you car is punctured upping your
stress level a bit more. When you arrive at work, there’s a
problem with the elevators, causing more delay. Arriving at
the conference room for your presentation, you find that
the sound system doesn’t work and the caterer hasn’t
shown up with refreshments. Your junior associate—who
was supposed to call the caterer—bears the brunt of your
anger that has been building since you left the house.
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21. Types of EQ

22. Working with people means working with
Emotions
When people are working at a
common place , emotions will
play a role. theories to the
contrary notwithstanding.
“Don’t bring your personal
problems to work” is one
variation of the argument that
emotions are inappropriate in
the workplace. Business
decisions, so the argument
goes, should be based on
information, logic and calm
cool reason, with emotions
kept to a minimum.
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23. Managing Emotions at Workplace
•
But it is unrealistic to suppose that
emotions can be checked at the door
when you arrive at work. Some people
may assume, for a variety of reasons,
that emotional neutrality is an ideal,
and try to keep feelings out of sight.
Such people work and relate in a
certain way: usually they come across
as rigid, detached or fearful, and fail to
participate fully in the life of the
workplace. This is not necessarily bad
in some situations, but it is usually not
good for an organization for such
people to move into management
roles. The same would be true for
people who emote excessively, who tell
you how they feel about everything.
Simply being around them can be
exhausting.
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24. 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.
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25. It’s not overly egalitarian to suggest that most
professionals, managers and executives are fairly
smart people (of course there can be glaring
exceptions), but there can be a huge difference
in how well they handle people. That is, the
department manager may be a genius in
technical, product or service knowledge—and get
failing marks in terms of people skills.
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27. Importance of Emotional
Intelligence
People derail because of
classic emotional failings, not
the lack of technical skills –
Developing emotional
intelligence can help
companies generate productive
& profitable outcome.The
manager who knows how to
stay motivated understress ,
motivate others, navigate
complex interpersonal
relationships, inspire others
and build teams who is an
unchallenged expert on a
product or service will get
superior results
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28. Components of Emotional
Intelligence
• There are five parts to it. One is knowing
what you're feeling. The second is
managing your feelings, especially
distressing feelings. The third is selfmotivation, the fourth is empathy and the
fifth is managing relationships
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29. Probabilities of not having an Good Emotional
Intelligence and their consequences
While people have shown they can produce better results
at workplace, many of us lack emotional intelligence.We
simply don’t know how to perceive, understand,express
and manage our emotions effectively.There are adverse
consequences to have low emotional intelligence.These
includes:Relationship Problems
Rage in the Workplace
Poor decision making capability
failure to advance in career
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30. Relationship Problems
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Rage in the workplace

31. Poor decision making capability
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32. failure to advance in career
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33. How EQ succedes IQ
• Emotional Intelligence explains why inspite of equal
intellectual capacity, educational background,training or
experience some people excel while others of same
caliber and high educational degree lag behind.
• Emotional Intelligence is the dimension of intelligence
responsible for our ability to manage ourselves and our
relationship with others.
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34. EQ versus IQ
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35. EQ verses IQ
• In the business world so much of emphasis has
been placed on intellect.Intellect has proven
invaluable invaluable to drive our success in
business.Process and procedures based on
analysis,logic,strategies are critically important
• However to get the higher level of competence in
business we must blend the progress that we
have made in using intellect & IQ with the
invaluable competencies of EQ.
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