Lecture 6 Emotional Intelligence PDF

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MBA MGT 5178 paul gauci

How to be… Relationship savvy! (Savvy = experienced and well-informed)

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Emotional Intelligence is…

One of the most important ideas to hit the business world in years!

‘The ability to manage oneself and one’s relationship with others.’

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Importance of Emotional Intelligence has increased due to massive changes in today’s business world.

Therefore, it is now important to: • • • •

Manage one’s emotions Handle encounters well Teamwork Leadership

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‘EI: Why it Can Matter More than IQ’

“Success is strongly influenced by personal qualities such as perseverance, self-control and skill in getting along with others.” Daniel Goleman

FRAMEWORK OF EMOTIONAL COMPETENCIES

• • • •

Self-Awareness Social Awareness Self-Management Relationship Management

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Self-Awareness • Emotional Self-awareness • Accurate Self-assessment • Self-confidence We need to pay attention to what we feel! Our emotional experiences provide a context for decision making.

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Social Awareness • Empathy • Service Orientation • Organisational Awareness

Reading emotions in others!

Self-Management • Emotional Self-Control • Conscientiousness & Trustworthiness • Adaptability & Initiative • Achievement Drive Managing The Big Three: Anger; Anxiety, Sadness - a key life skill

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Relationship Management • • • • •

Developing & Influencing Others Communication & Motivation Conflict Management Building Bonds Leadership & Change Teamwork and Collaboration

Emotions are contagious ! There is an unseen transaction that passes between us in every transaction that makes us feel either a little better or a little worse. It holds the key to motivating the people we work with.

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Emotional Intelligence at Work Place

According to Goleman:

Studies of outstanding performers show that two thirds of the abilities that set star performers apart in the leadership stakes are based on emotional intelligence (EQ); only one-third relate to raw intelligence (IQ).

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http://bigthink.com/videos/daniel-goleman-introduces-emotional-intelligence

EMOTIONAL INTELLIGENCE: Robert Cooper & Ayman Sawaf

• • • •

Emotional Literacy Emotional Fitness Emotional Depth Emotional Alchemy

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Emotional Literacy • Pay attention to what one feels • Connect to the head as well as to the heart • Sensing untapped potential in oneself and in others • Holding oneself accountable at all times.

Emotional Literacy • Remain open and adaptable, curious and empathic • Manage emotional impulsivity • Rationalise and reason, lead with empathy and compassion

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Emotional Fitness • • • • • • •

Listen carefully to others Be curious and ask questions Communicate with others Trust oneself and others Value discontent Be resilient Acknowledge Feelings

Emotional Depth • Identify one’s unique potential and purpose • Integrity: accept full responsibility of one’s actions • Commitment & Influence

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Emotional Alchemy • Sense opportunities and take creative risks • Develop intuition (developed with practice and applied with awareness)

Emotional Intelligence at Work Place •Managing feelings: Be informed, but not ruled by one’s emotions •EI as the key to make relationships successful: working as a team •Be able to recognise and respond to emotions and feelings of others •Guide emotions towards productive solutions

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Emotional Intelligence Emotional Intelligence Research Women: More aware of their emotions Show more empathy More adept interpersonally

Men:

More self-confident and optimistic Adapt more easily Handle stress better

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EI and Leadership Use emotional and relationship skills to motivate others to accomplish the organisation’s goals. These goals should address the need of: • • •

Team members The organisation The customer

From an Individual to a Group (Team Focus)..

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Teamwork ‘None of us are as smart as all of us’ Japanese Proverb

Group Emotional Intelligence cultivates: • Trust • Group Identity • Group Effectiveness

Dimensions of Group EI Group Focus: • Group self-awareness and a positive image • Seek feedback & Constructive criticism • Group self-regulation • Channel energy towards creating an affirmative environment

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Dimensions of Group EI

Cross-Boundary Focus: • Group social awareness • Organisational awareness • Develop external relationships

EMOTIONAL INTELLIGENCE QUESTIONNAIRE Self Assessment

https://www.wtc.ie/images/pdf/Emotional_Intelligence/eq37.pdf

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As leaders, how can you enable your team to develop EQ?

Part Two

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TEAM EQ • Every group - every team - has a mood. • For e.g., in any team meeting, the emotional temperature in the room can be sensed immediately. • Teams can be upbeat or downbeat, optimistic or pessimistic, motivated or demotivated, alienated or involved. • All of those dimensions describe emotional realities.

Team Performance • Determined by how harmonious the team is, how well people get along. • If people on the team feel that "nobody cares about me," or “they can't stand the team leader”, they will not contribute their best • They won't work well with other people.

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Leave emotions at the door when coming to work • People do not leave their emotions at home when they go to work • Our emotions are really more powerful than our intellect • Our emotions alert us to dangers / crucial to our survival • When people are angry, anxious, alienated, or depressed, their work suffers. • They can't think as clearly; can't take in information, understand it as deeply, and respond as adaptively when they're upset.

Upsetting Emotions • Signals to pay attention to what's distressing and to do something about that. • If you are preoccupied, the net result is that your ability to effectively process information suffers. • When this happens in a team setting, it is even more dangerous and dysfunctional.

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Emotions are contagious

• If someone comes into a meeting upset or angry, and that emotion is not dealt with, it can quickly spread to everyone in the group. • A person with a good sense of humor can quickly get a whole roomful of people laughing.

Help everyone manage their emotions!

•The leader role is to help us make sense of something that's confusing or disturbing, or to give us direction, to inspire us, to motivate us. •The leader's fundamental task is an emotional task.

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• Establish a set of ground rules for the way people work together, both by example in his/her own behavior and by commenting on the behavior of others and helping people do better • Help the team become more self-aware, which is the core aspect of EQ • Self-awareness is a prerequisite for the team's ability to manage its own emotions, to deal with issues rather than burying them

• The team manages its collective relationships with the rest of an organization and are aware that they, as a team, have relationships – not individually but as a team • The leader has to establish positive norms so that the team, as a whole, has empathy, both internally - we pay attention to each other - and externally - and also pay attention to how the rest of the organization is regarding us. >

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A visionary leader • Articulates a shared vision and gives clear direction and helps people move toward a shared hope or dream. • Creates an immensely positive impact on the team's emotional climate. • Clearly articulates where the team is going but not how it will get there .

The leader with a vision

• Sets people free to innovate, experiment, and take calculated risks. • Needs a well-developed sense of empathy. • Able to read people, to sense what they are feeling and if they resonate with the picture you are painting. • You cannot inspire people without understanding their perspectives, their hopes and dreams.

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Resonance

Defined as the propagation of sound "by synchronous vibration”.

Resonant Leaders

• Tune in to their own values, priorities, sense of meaning and goals, • Tune in to other people's sense of values, priority, meaning, and goals • When you tune in to others, that helps them tune in to you • Create a climate where you can articulate a shared mission that moves people

• Lead authentically!

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Dissonant Leaders

The non-leader • Does not care how people feel • Just wants to get the job done, no matter what • Pressure people • Create fear as a motivator - which is itself a destructive emotion • Do things that make people angry, and they act as though it didn't matter • But it matters greatly, if you take two leaders - one resonant and one dissonant - the resonant leader will always do better than the dissonant one

Team resonance

Releases energy in people, and it increases the amount of energy available to the team, which, in turn, puts people in a state where they can work at their best. • The members “vibrate” together – with positive emotional energy • When a team as a whole shows EQ, i.e., resonates, it will be a top-performing team, no matter what its performance criterion might be.

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Emotional Capital To sum up The sum total of positive feeling that a leader has built up….. You can draw against it when you really need it, and you build it every chance you get You build it through the resonant – emotional intelligence leadership style!!

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