Emotional Intelligence in LEADERS

8/7/2019 Emotional Intelligence in LEADERS

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IMRAN S. MALIK

EMOTIONAL INTELLIGENCE


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WHAT IS INTELLIGENCE? American Heritage Dictionary

Capacity to acquire and apply knowledge.

The faculty of thought and reason.

Superior powers of the mind.

Robert Sternberg (Beyond IQ, 1985) Intelligence is what we measure with tests.

Howard Gardner(Multiple Intelligences, 1993) Intelligence is the ability to solve problems

or fashion products of consequence.


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You will know the definition of EI and why it matters

We will be presenting two models of EI

Whats the research on the relationship between EI andjob performance

How you can use emotions to achieve your objective define emotional intelligence be aware of the different models of emotional

intelligence.

describe the relationship between EI and jobperformance use emotions to achieve your objectives

OBJECTIVES


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SIMPLE DEFINITION

Ability to manage emotions in ones self and in

others in order to reach desired outcomes.

or

The simplest definition is the ability to

understand emotions as they happen, and the

using that emotion effectively.


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WHAT IS EMOTIONALINTELLIGENCE? Emotional intelligence is a persons ability to

understand their own emotions, the emotions of

others, and to act appropriately using theseemotions.

Emotional intelligence never stops growing.

Because we are always evolving as people, EQ is

something that must be nurtured.


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HOWIQ DIFFERS IQ

Measure of an individuals personal informationbank

Memory, vocabulary and visual motor skills

IQ is set and peaks at age 17

Remains constant through adulthood


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IQ CONTRIBUTES ONLY ABOUT20% TO SUCCESS IN LIFE


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WHY DO PEOPLEWITHHIGH

IQS NOT ALWAYS SUCCEED?


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EQ & IQ

EQ IQEmotional

Experiential

Cognitive

Academic


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EI COMPETENCIES Interpersonal Communication Under Stress

Assertion Personal Leadership

Comfort Empathy Decision Making Leadership

Self Management in Life and Career Drive Strength Time Management Commitment Ethic

Positive Personal Change

Intrapersonal Development

Self-Esteem Stress Management AnxietyManagement Anger Management


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ILLUSTRATIVE EXAMPLE OFEQAND IQ

Suppose you are brilliant in a particulardomain of study.

Or suppose you happen to have a greatidea for a project (or both).

What kinds of emotional and cognitive

intelligence are needed to see theproject through to completion?


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BEST AND WORST 5 words to describe your best boss or coworker

5 words to describe your worst boss or coworker

Ask for a volunteer and record on response list for eachhigh and low

Give out Signs of High and Low

Conclude by matching some words on flip chart tohandout


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EMOTIONAL INTELLIGENCE Seen as the fundamental key to success and

leadership - and it can be learned!

Working with people Not just about being nice

Managing ones own emotions

Ability to handle encounters

Teamwork Leadership


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JOB SUCCESS, NOT SURVIVAL

Today's great growth and prosperity is

running parallel to some of the highest

rates of job turnovers.

Just because you work hard does not

mean you will rise to the top or that

the job is secure.


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The more complex the

job, the more EQ (EI)matters!!


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EI MODELIntrapersonal

Knowing and managingyourself

Interpersonal

People skills the abilityto interact and get along

with othersStress Management

Ability to tolerate stressand control impulses

Adaptability

Ability to be flexible andrealistic, to solve a

range of problems asthey arise


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INTRAPERSONAL Self-Awareness the ability to recognize how youre

feeling and why youre feeling that way and the impactyour behavior has on others

Assertiveness the ability to clearly express yourthoughts and feelings, stand your ground and defend aposition

Independence the ability to be self-directed and self-controlled, to stand on your own two feet


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INTRAPERSONAL, CONT.

Self-Regard the ability to recognize your strengths

and weaknesses and to feel good about yourself

despite your weaknesses

Self-Actualization the ability to realize your

potential and feel comfortable with what you

achieve at work and in your personal life


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INTERPERSONAL Empathy the ability to understand what others might be feeling

or thinking, viewing the world through another persons eyes

Social Responsibility the ability to be a cooperative andcontributing of your social group

Interpersonal Relationships the ability to forge and maintainrelationships that are mutually beneficial and marked by give and

take and a sense of emotional closeness


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ADAPTABILITY Reality Testing the ability to see things as they actually are,

rather than the way you wish or fear they might be

Flexibility the ability to adjust your feelings, thoughts, and

actions to changing conditions

Problem Solving the ability to define problems, then move to

generate and implement effective, appropriate solutions


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COMPETENCIES MODEL


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MAYER & SALOVEYS ABILITY MODEL

4 inter-related abilities

Perceiving, Using,

Understanding, and

Managing emotions


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IDENTIFY EMOTIONS

Identify how you feel

Identify how others feel

Sense emotions in music

Sense emotions in art

Detect real vs fake emotions - accuracy


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BASIC EMOTIONS WITH VERYCLEAR FACIAL SIGNALS

Anger Sadness

Fear

Surprise

Disgust Happiness


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UNDERSTAND EMOTIONS Recognizes what events are likely to trigger different

emotions

Knows that emotions can combine to form complex

blends of feelings

Realizes that emotions can progress over time andtransition from one to another

Provides a rich emotional vocabulary for greater

precision in describing feelings and blends of feelings


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WHAT DOES |USE EMOTION} ENTAIL?

The capacity to generate and feel anemotion in order to focus attention,

reason, and communicate. The capacity to use emotion to

influence cognitive processes such asdecision making, deductive reasoning,

creativity, and problem solving.


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HAPPINESSUp-side

Generate new ideas

Think in new ways

Be creative

Enhance big-picture thinking

Enhance decision-making abilities

Downside

More problem-solving errors


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MANAGE EMOTIONS

Stay open to feelings

Blend emotions with thinking

Reflectively monitor emotions


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MANAGE EMOTIONSResearch findings:

Significant relationship between

managing emotions ability and burnoutand mental health

Teams with higher scores for managingemotions received higher performancerankings


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EQ VALUE Creativity

Stress Management

Decision Making

Relationship Building

Can be enhanced

What else is important to you?


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EMOTIONAL INTELLIGENCE PROFILE

A Profile of Emotional Skills

Develop Strengthen Enhance

Interpersonal Skills: Assertion 9 12 15 18 21 24 27 30 33 36

Leadership Skills: Comfort 5 7 9 11 13 15 17 19 21 23 24

Leadership Skills: Empathy 6 8 10 12 14 16 18 20 22 24

Leadership Skills: Decision Making 5 8 10 12 14 16 18 20 22 24

Leadership Skills: Leadership 4 6 9 11 13 15 17 39 44 49

Self Management: Drive Strength 10 14 18 22 26 30 34 38 42 44 46 50

Self Management: Time Management 5 8 10 12 14 16 18 20 22 24

Self Management: Commitment Ethic 8 10 12 14 16 18 20 22 24

Intrapersonal: Self Esteem 9 18 23 26 29 32 35 39 42 45 48 50

Intrapersonal: Stress Management 4 9 14 19 24 29 34 39 44 49

Low Normal High

Potential Problem Area: Aggression 2 4 6 8 11 15 19 24 28 35

Potential Problem Area: Deference 2 4 6 10 14 18 22 26 30 32 36

Potential Problem Area: Change Orientation 1 3 5 7 9 11 13 16 18 21 24

TAMUK First-Year Student Profile


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Low Normal High




Academic At-Risk Profile


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Low Normal High




High Achieving Profile


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YOU ARE IN A MEETINGWH

EN A COLLEAGUETAKES CREDIT FOR THEWORK YOU HAVE DONE.WHAT DO YOU DO?

A. Immediately confront the colleague saying that you did

the research?

B. After the meeting, take the colleague aside & tell

him/her that in the future you would appreciate credit

for the work you did.

C. Nothing. Its best not to embarrass colleagues in public.

D. After the colleague speaks, publicly thank him/her for

referencing your work & provide additional details about

the work.


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SITUATION:YOUR BOSS HAS ASSIGNEDYOU YOUR FIRST BIG PROJECT, AND THESUCCESS OR FAILURE OF THE PROJECTCOULD MAKE OR BREAK YOUR CAREER.

Your Response:

A. You push it aside, you'll get to it later.

B. You spend the next week planning the project out in careful detailbefore telling anybody.

C. You take a few minutes to relax, give yourself time to think, bounceideas off a colleague, and decide to pursue the idea that makes youfeel most confident.

D. You get nervous and pace. Nervous energy helps fuel the process.


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SITUATION:YOU FIND OUT THAT THE PROMOTION

YOU WEREHOPING FORWAS GIVEN TO SOMEONEELSE.

Your Response:

A. You forget about it. You didn't want the job that

much anyway.B. You lock yourself in your office and cry.

C. You obsess over what the other person had thatyou didn't and compare yourself to him or herunmercifully.

D. You continue to do your best; you know the nextpromotion is yours.


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EI TESTYOU ARE ON AN AIRPLANE THAT SUDDENLY

HITS EXTREMELY BAD TURBULENCE ANDBEGINS ROCKING FROM SIDE TO SIDE. WHATDO YOU DO?

A. Continue to read your book or magazine, orwatch the movie, trying to pay little attention tothe turbulence.

B. Become vigilant for an emergency, carefullymonitoring the stewardesses and reading theemergency instructions card.

C. A little of both a and b.D. Not sure - never noticed.


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YOU ARE IN A MEETING WHEN A COLLEAGUETAKES CREDIT FORWORK THAT YOU HAVE DONE.WHAT DO YOU DO?

A. Immediately and publicly confront the colleague overthe ownership of your work.

B. After the meeting, take the colleague aside and tellher that you would appreciate in the future that shecredits you when speaking about your work.

C. Nothing, it's not a good idea to embarrass colleaguesin public.

D. After the colleague speaks, publicly thank her for

referencing your work and give the group morespecific detail about what you were trying toaccomplish.

EI TEST


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YOU ARE A CUSTOMER SERVICE REPRESENTATIVEAND HAVE JUST GOTTEN AN EXTREMELY ANGRYCLIENT ON THE PHONE. WHAT DO YOU DO?

A. Hang-up. It doesn't pay to take abuse from anyone.

B. Listen to the client and rephrase what you gather he isfeeling.

C. Explain to the client that he is being unfair, that youare only trying to do your job, and you wouldappreciate it if he wouldn't get in the way of this.

D. Tell the client you understand how frustrating thismust be for him, and offer a specific thing you can doto help him get his problem resolved.

EI TEST


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YOU ARE A COLLEGE STUDENTWHO HAD HOPED TO GETAN A IN A COURSE THATWAS IMPORTANT FOR YOURFUTURE CAREER ASPIRATIONS. YOU HAVE JUSTFOUND OUT YOU GOT A C- ON THE MIDTERM. WHAT DOYOU DO?

A. Sketch out a specific plan for ways to improve your gradeand resolve to follow through.

B. Decide you do not have what it takes to make it in thatcareer.

C. Tell yourself it really doesn't matter how much you do in thecourse, concentrate instead on other classes where your

grades are higher.D. Go see the professor and try to talk her into giving you a

better grade.

EI TEST


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YOU ARE A MANAGER IN AN ORGANIZATION THAT IS TRYING TOENCOURAGE RESPECT FOR RACIAL AND ETHNIC DIVERSITY. YOUOVERHEAR SOMEONE TELLING A RACIST JOKE. WHAT DO YOU DO?

A. Ignore it - the best way to deal with these things is not

to react.B. Call the person into your office and explain that their

behavior is inappropriate and is grounds for disciplinaryaction if repeated.

C. Speak up on the spot, saying that such jokes areinappropriate and will not be tolerated in your

organization.D. Suggest to the person telling the joke he go through adiversity training program.

EI TEST


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YOU ARE AN INSURANCE SALESMAN CALLING ONPROSPECTIVE CLIENTS. YOU HAVE LEFT THELAST 15 CLIENTS EMPTY-HANDED. WHAT DO

YOU DO?

A. Call it a day and go home early to miss rush-hourtraffic.

B. Try something new in the next call, and keepplugging away

C. .List your strengths and weaknesses to identifywhat may be undermining your ability to sell.D. Sharpen up your resume.

EI TEST


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YOU ARE TRYING TO CALM DOWN A COLLEAGUEWHO HASWORKED HERSELF INTO A FURY BECAUSE THE DRIVER OFANOTHER CARHAS CUT DANGEROUSLY CLOSE IN FRONTOFHER. WHAT DO YOU DO?

A. Tell her to forget about it-she's OK now and it is nobig deal.B. Put on one of her favorite tapes and try to distract

her.C. Join her in criticizing the other driver.D. Tell her about a time something like this happened to

you, and how angry you felt, until you saw the otherdriver was on the way to the hospital.

EI TEST


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A DISCUSSION BETWEEN YOU AND YOUR PARTNER HASESCALATED INTO A SHOUTING MATCH. YOU ARE BOT HUPSET AND IN T HE HEAT OF T HE ARGUMENT, STARTMAKING PERSONAL ATTACKS WHICH NEITHER OF YOU

REALLY MEAN.WHAT IS THE BEST THING TO DO?A. Agree to take a 20-minute break before continuingthe discussion.

B. Go silent, regardless of what your partner says.C. Say you are sorry, and ask your partner to apologize

too.

D. Stop for a moment, collect your thoughts, thenrestate your side of the case as precisely aspossible.

EI TEST


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YOU HAVE BEEN GIVEN THE TASK OF MANAGING A TEAM THATHASBEEN UNABLE TO COME UP WITH A CREATIVE SOLUTION TO AWORK PROBLEM. WHAT IS THE FIRST THING THAT YOU DO?

A. Draw up an agenda, call a meeting and allot aspecific period of time to discuss each item.

B. Organize an off-site meeting aimed specifically atencouraging the team to get to know each otherbetter.

C. Begin by asking each person individually for ideasabout how to solve the problem.

D. Start out with a brainstorming session, encouraging

each person to say whatever comes to mind, nomatter how wild.

EI TEST


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10. YOU HAVE RECENTLY BEEN ASSIGNED A YOUNG MANAGER INYOUR TEAM, AND HAVE NOTICED THATHE APPEARS TO BEUNABLE TO MAKE THE SIMPLEST OF DECISIONS WITHOUTSEEKING ADVICE FROM YOU. WHAT DO YOU DO?

A. Accept that he "does not have what it take to succeed

around here" and find others in your team to take onhis tasks.B. Get an HR manager to talk to him about where he

sees his future in the organization.C. Purposely give him lots of complex decisions to make

so that he will become more confident in the role.

D. Engineer an ongoing series of challenging butmanageable experiences for him, and make yourselfavailable to act as his mentor.

EI TEST


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Answers to Quiz1. Not D, 10 pts. for ABC

2. B 5 pts. D 10 pts.

3. B 5 pts. D 10 pts.

4. A 10 pts. C 5 pts.

5. B 5 pts. C 10 pts. D 5 pts.

6. B 10 pts. C 5 pts.

7. C 5 pts. D 10 pts.

8. A 10 pts.

9. B 10 pts. D 5 pts.10. B 5 pts. D 10 pts.


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Cognitive

MindEmotional

Mind

AppropriateBehavior

Emotionalintelligence isthe ability to

thinkconstructivelyand act wisely!

EI


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WHAT IS

EMOTIONAL INTELLIGENCEEmotional intelligence is a confluence of developed

skills and abilities that facilitate (a) the accurateknowledge and value of self, as well as responsible

actions based on personal worth and dignity; (b) avariety of strong, healthy relationships; (c) theability to work well with others; and (d) productivereactions to the demands and pressures of everyday life and work.

Nelson & Low, 2003


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EQ & INTERNAL DIALOGUE

Activating

Event

Emotional or

Behavioral

Response

Beliefs

Thoughts

Values

Cognitive Structures

The tools that each of us develop in order to modify our patterns of response.

The Emotional Learning System (ELS) provides a model for changing ourthoughts in order to learning to think more constructively and act more wisely.


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Learn4

Apply5

Explore1

Identify2

Understand3

The

Emotional Learning

System


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THE EMOTIONAL INTELLIGENCE

ASSESSMENT PROCESS (ESAP) Four competence areas

Interpersonal Communication Personal Leadership Self-Management Intrapersonal Skills

Three potential problem areas Aggression

Deference Change Orientation


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THE DANGER OF THE NICE PERSONALITY

Have you ever met a nice

person, but the bells

have gone off?

Charisma draws in but

not always to desired

ends, e.g., Hitler, Jim

Jones.

Empathy can be faked; socan other emotions.

The art of social relationships--managing

emotions in others


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INTERPERSONAL COMMUNICATION UNDER STRESS

Assertion (skill)

Aggression (potential problem)

Deference (potential problem)

Communication Continuum

AssertionDeference Aggression


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DYSFUNCTION ATWORK Is the person in the wrong job?

Does the job require the person to be

difficult? What is remarkable about the group

dynamics of the organization?

What about individuals, personal andinterpersonal?


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SOME GENDER DIFFERENCES More willing to

compromise socialconnectedness forindependence

Not as good as women atthis

Less adept than womenoverall

More physiologically

overwhelmed by maritalconflict

Greater need for

connectedness

Have a wider range of

emotions

Better at readingemotions

Better at developingsocial strategies overall

Perhaps more engaged inmarital conflict


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EMOTION RELATED DYSFUNCTION all or nothing thinking

overgeneralization

excessive worrying

worrying as magical thinking disqualifying the position

jumping to negative

conclusions

should statements

labeling & mislabeling

criticism; contempt

Impacts on physical health

cardiovascular disease

progression of diabetes

progression of cancer

onset of hypertension

Impacts on relationships

Impacts on mental health

personalization

stonewalling


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IS THE PERSON IN THEWRONG JOB?An introvert, highly intuitive who doesnt followthrough administratively. Someone who wanted to with

numbers; now is supervising people

DOES THE JOB REQUIRE THE PERSON TO BE

DIFFICULT?Are they doing someone elses dirty work?

WHAT ABOUT THE GROUP DYNAMIC?Is someone a prima donna--strong minded, runs

rough shod over everyone else?


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PERSONAL & INTERPERSONALloose cannon needs to be able to control

intimidated

temper and fear;

be overwhelmed

confident & assertive

diffident --useful tools are 360o ;

videotaping behavior,

executive coach


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SOME BUSINESS EXAMPLES Airlines are similar in price structure.

The competitive edge = how well

personnel treat passengers Others/Yours?

Implementing credit card use

Getting contractors paid when the system

wont work


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IMPORTANCE OFEI IN ORGANIZATIONS

s The higher you go, the more EI matters--the

more SOCIAL COMPETENCE matters

SES ECQs influence, communication, leadership, change catalyst, conflict

management, building bonds, collaboration and cooperation;

team capabilities

Army Values

leadership, duty, respect, selfless service, honor, integrity,personal courage


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IMPORTANCE OFEITO ORGANIZATIONS,TOO 50% of work satisfaction is determined by

the relationship a worker has with his/her

boss. EI is a prerequisite for effective leadership

across borders.

Requires a high level of self-mastery and people

skills; ability to put yourself into the positions ofothers.


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If we knew nothing about a store except that

employee attitudes had improved 5%, we

could predict that its revenue would rise

.5% above what it otherwise

would have been.

--Sears executive, Harvard Business Review, January, 1998


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NINE

STRATEGIESFOR

Taking the time for mindfulness

Recognizing and naming emotions

Understanding the causes of feelings

Differentiating between emotion and the need to take action

Preventing depression through learned optimism

Managing anger through learned behavior or distraction techniques

Listening for the lessons of feelings

Using gut feelings in decision making

Developing listening skills

Promoting

Emotional

Intelligence


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THERE ARE INSTRUMENTS TO MEASURE EI...

Take time for mindfulness

Recognize and name emotions

ID the causes of feelings

Differentiate having the

emotion and doing somethingabout it

Learn optimism to challenge

distortion

Learn distraction techniques

Listen to voice of experience Develop Listening skills


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WHAT IS TRAINING IN EI WORTH?

Increases retention.

Decreases absenteeism.

Increases overall organizational growth.

Could increase production as much as 20%

Current estimates to American Business:

Losing between $5.6 and

$16.8 Billion annually


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A ONE-DAYWONT DO IT.

UnlearnUnlearn

oldold

habitshabits


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EMOTIONAL DEVELOPMENT

We develop external

strategies first

Then we developsocial strategies

Girls do better at

developing strategies

overall

The

more

strategies

the better

Managing ones own emotions


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USING EMOTIONS TO MAXIMIZE INTELLECTUAL PROCESSING AND

DECISION MAKING

As a person matures, emotions begin to

shape and improve thinking by directinga persons attention to important

changes, (e.g., a child worries about his homework whilecontinually watching TV. A teacher becomes concerned about a

lesson that needs to be completed for the next day. The teacher

moves on to complete the task before concern takes over

enjoyment.Mayer and Salovey, 1995

self motivation


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UTILIZING MILD EMOTIONAL SWINGS TO PERFORM

ONES OPTIONS MORE EFFECTIVELY

Gut feeling can be used to effectively guide decisions--aneurological understanding of how unconscious andconscious gut feelings guide decisions, e.g., when prioritizing,emotions help move the decisions.

Using emotions to maximize intellectual processing and decision making

Harness emotions to promote or hinder

motivation. (Anxiety, hostility, sadness)

Emotional swings to increase the accuracy

of ones perspective on future events.


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DEVELOPING EMPATHY Empathy is the ability to recognize

anothers emotional state, which is very

similar to what you are experiencing. In research on married couples, empathy

appears to include matching the

physiological changes of the other person.

social

awareness


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DEVELOPING EMPATHY LINKS TO

Greater emotional

stability

Greater interpersonalsensitivity

Better school

performance

Developing empathy


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THE ART OF SOCIAL RELATIONSHIPS--MANAGING

EMOTIONS IN OTHERS

To excel at people skills means having

and using the competencies to be an

effective friend, negotiator, and leader.One should be able to guide an

interaction, inspire others, make others

comfortable in social situations, and

influence and persuade others.

social

skills


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THE SUBTLE AND COMPLEX ABILITIES WHICH

UNDERLIE PEOPLE SKILLS

Being attuned to others

emotions

Promoting comfort in

others through the

proper use of display

rules

Using own emotional

display to establish asense of rapport

The art of social relationships--managing

emotions in others


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THE DEVELOPMENT OF EI A geneticcontribution is likely

They are not destiny

(timidity) Early expression of

emotion by parentshelps learning

Early abuse hinderslearning

Poor ability to read

others emotion may

lead to the

development of poorsocial skills.

Emotional Intelligence in LEADERS

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