Challenging the Theories Following is a ‘bird’s eye’ view of some of the challenges facing the assumptions around the effectiveness of self awareness as it pertains to leadership and management.
Transcript
1. Challenging the Theories Following is a birds eye view of
some of the challenges facing the assumptions around the
effectiveness of self awareness as it pertains to leadership and
management.
2. Challenge Theory 1 Self awareness forms a part of emotional
intelligence Business leadership self awareness must be understood
in terms of being a part of the answer not the whole answer.
Goleman (2000) Emotional Intelligence Self Awareness Self Social
Social Skills Management Awareness Competencies Competencies
Competencies Competencies Emotional Self Self control Empathy
Visionary Awareness Trustworthiness Organisational Leadership
3. Challenge Theory 1 Emotional intelligence is twice the
indicator of predictive positive behaviour as IQ. (Goleman, 1995
p.34) Mayer Salovey and Caruso (2004) nds that emotional
intelligence is dependent upon the situation with respect to
predictive validity. E.I. has a positive impact on performance when
a work environment exists where personal positive commitments are
important to success. E.I. as an indicator of effective leadership
is therefore dependent on the environment.
4. Challenge Theory 1 Some criticisms around the Emotional
Intelligence area are: Self report approaches are a measure of self
perceived emotional intelligence, they do not measure actual
emotional intelligence ability. Emotional intelligence competencies
like emotional self regulation are not assessed by IQ tests. These
abilities draw on sub-cortical brain regions that are distinct from
cognitive abilities that draw from neocortical areas of the
brain.
5. Challenge Theory 1 Defense of this criticism: In answering
this criticism Mayer Salovey and Caruso (2004) defend their MSCEIT
self report model and present it as providing a reasonable measure
of Emotional Intelligence in many psychometric senses of the word
valid p.211 EQ-i is a self report measure of emotionally
intelligent behaviour that estimates emotional intelligence. The
most powerful ESI contributors to occupational performance are: (a)
the ability to be aware of and accept oneself; (b) the ability to
be aware of others feelings, concerns and needs; (c) the ability to
manage emotions; (d) the ability to be realistic and put things in
correct perspective; (e) the ability to have a positive
disposition. (Bar-on 2006)
6. Challenge Theory 2 A challenge that is raised in a number of
the presentations is whether Self-Awareness is enough to become a
better business leader-manager? Boyatzis suggests that effective
action, and therefore performance, will occur when the following
critical components t: The individuals competencies The jobs
demands The organisational environment Effective specic actions or
behaviour
7. Challenge Theory 2 Through the interaction between a person
and their environment, feedback and action is generated. It is
through this feedback and growth that a person can become a better
business leader- manager. Feedback occurs each time an action is
demonstrated, there is some impact on the persons competencies and
on their environment, plus each time there is an event within an
organisation, there is an impact on the person and their
competencies.
8. References Goleman, D. (2000) Leadership that gets results
in harvard business review, 00178012, march/april 2000 vol 78 Issue
2 Data base Business Source Premier Goleman. D (1995) Emotional
Intelligence (Bateman Books: New york) Mayer. J, Salovey, P.,
Caruso, D.,(2004) Emotional Intelligence: theory, ndings and
Implications. In Psychological Inquiry 2004 Vol 15 No 3 197-215
Bar-on r. (2006). The Bar-on model of emotional self intelligence
(ESI) in Psicothema, 18, supl 13-25 Boyatzis, Richard E. (1982) The
Competent manager: a model for effective performance (p10-39). New
York: Wiley