This document discusses emotional intelligence (EI), including its origins in Darwin's work and modern conceptualization by researchers like David McClelland and Daniel Goleman. It defines EI and explains Goleman's model of EI, which includes self-awareness, self-management, social awareness, and relationship management. Research discussed found that EI is twice as important as cognitive skills for success and leadership. The document provides summaries and assessments related to developing EI skills and evaluating one's own EI.

1. Emotional
Intelligence

2. Emotional Intelligence (EI)
 Darwin heritage - importance of reading emotional
expression for survival (limbic system – amygdala).
 Modern concept - David McClelland, Harvard
University in early ’70’s.
 Commercialized by Daniel Goleman books:
 Emotional Intelligence
 Working with Emotional Intelligence
 Primal Leadership
 Social Intelligence
Concept

3. Primal Leadership Thesis
…primal leadership operates at its best through emotionally intelligent
leaders who create resonance. Chapter 3, The Neuroanatomy of
Leadership, page 38
Resonance, in terms of brain function, means that people’s emotional
centers are in synch in a positive way. Chapter 3, page 33
̶ All leadership includes this primal dimension [empathy]…
̶ …outstanding leaders used ‘three’ times more humorous
comments (1 every 4 minutes) than the average leaders. page 34.
̶ Stars* distinguishing competencies
1. Drive to achieve results
2. Ability to take initiative
3. Collaboration and teamwork
4. Ability to lead teams
*Stars – top 10-15% revenue growth and return on sales

4. Why does E.I. matter? - Daniel Goleman
EI is TWICE as important as cognitive skills for
success.
We learn EI from motivation, behavior practice, and
feedback – the essence of coaching.
EI increases with age.
I.Q. …leaves 75% - 96% of job success
unexplained…it does not determine who
succeeds and who fails.

5. What Makes a Leader? - Daniel Goleman
SELF-AWARENESS of moods,
emotions and drivers effects
on others
SELF-REGULATION of
emotions and behaviors.
̶ Reflection & thoughtfulness
̶ Comfort with ambiguity &
change
̶ Integrity
̶ Ability to say no to impulses
MOTIVATION - Driven to
achieve
̶ Passion
̶ Energy
EMPATHY
̶ Consider feelings of others in
decisions
̶ Global cultural differences
̶ Retention of talent
SOCIAL SKILL
̶ Manage relationships & build
rapport
̶ Manage teams

6. E.I. Model
SELF AWARENESS
 Emotional Self-Awareness
 Accurate Self-Assessment
 Self-Confidence
SOCIAL AWARENESS
 Empathy
 Organizational
Awareness
 Developing others
 Diversity
SELF MANAGEMENT
 Self-control
 Adaptability
 Trustworthiness
 Innovation
RELATIONSHIP
MANAGEMENT
 Leadership
 Influence
 Change Catalyst
 Communication
 Team building
PERSONAL COMPETENCE
(Internal)
SOCIAL COMPETENCE
(External)

7. E.I. Skill-building = Effectiveness
SELF-AWARENESS
 Aware of my thoughts
and feelings.
 Know my strengths
and weaknesses.
 Accountable.
 Learn from experience.
 Confident.
SELF-MANAGEMENT
 Manage my thoughts
and feelings.
 Work from my strengths.
 Manage my weaknesses.
 Manage stress.
 Manage my behaviors.
plus
is
related
to
RELATIONSHIP
MANAGEMENT
 Understand others.
 Respect personal
boundaries.
 Build positive change
together.
 Create real teams.
SOCIAL AWARENESS
 Listening 100% to others.
 Empathize.
 Appreciate differences.
 Serve and develop others.
Which enables
PERSONAL AND
INTERPERSONAL
EFFECTIVENESS
 Achieve respect, success,
and satisfaction.
 Help other achieve.
and
results
in

8. The most desirable management
capabilities:
 Listening & oral communication skills (EI).
 Adaptability & creative responses to setbacks (EI).
 Personal management, confidence, goal motivation, pride in
accomplishments (EI).
 Group & interpersonal effectiveness, teamwork, negotiation skills (EI).
 Organizational effectiveness contribution, leadership potential (EI).
 Competence in reading, writing, math (IQ).
National Employer Survey

9. E.I. can be learned & improved
Understand leadership, and what makes a great
leader (e.g., servant leadership by Robert K.
Greenleaf).
Practice self-awareness, empathy, new behaviors,
& serve/develop others.
Demonstrate 100% listening, seek to understand,
build positive change with others, & support
teammates.

10. Why Should Anyone be Led by You?
- Robert Goffee & Gareth Jones
What do you think about their assertions?
…that Good Leaders:
Selectively show their weaknesses
Rely on intuition
Use ‘tough empathy’
Reveal & use their differences

11. How can you manage Dissonance?
- Resonant Leadership by Boyatzis & McKee
Resonant Leadership
Chronic Stress
Dissonance
Sacrifice Syndrome

12. Emotional Intelligence Appraisal

13. How did you score overall?
Page 12
 90-100 = competent
 80-89 = some areas for improvement
 70-79 = more areas for improvement
 60-69 = credibility needs addressing
 > 59 = effectiveness may be an issue

14. SELF AWARENESS SECTION
Page 5 – top half
1. Confident in abilities
2. Admit shortcomings
3. Understand emotional behavior
4. Understand impact of your behavior
5. Realize when others influence behavior
6. Realize your responsibility for behavior

15. Self Management
Page 5 – bottom half
7. Can be counted on
8. Handle stress well
9. Embrace change
10. Tolerate frustration
11. Consider options
12. Optimize situations
13. Self regulation
14. Regretful behavior
15. Ignore people when upset

16. Social Awareness
Page 6 – top half
16. Open to feedback
17. Recognize other’s feelings
18. Recognize room mood
19. Listen carefully
20. Socially withdrawn

17. Relationship Management
Page 6 – bottom half
21. Address directly in difficult situations
22. Get along
23. Communicate well
24. Show caring
25. Handle conflict well
26. Be sensitive to other’s feelings
27. Learn about others
28. Explain self to others

18. EI Action Planning
Pages 19-27
A “coaching” approach
 Coaching from others
 Self-coaching
Modeling others
Getting feedback