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Emotional Intelligence: Implications for Information Technology - UNC CAUSE November, 2006
Emotional Intelligence (EI): Implications for Information Technology
Robert Orr, Associate CIO
Dr. John Sherlock, Assistant Professor of Human Resources
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Emotional Intelligence: Implications for Information Technology - UNC CAUSE November, 2006
Emotional Intelligence (EI): It’s Created Quite a Buzz:
Ever since Dan Goleman’s first book on EI in 1995, EI has become one of hottest buzzwords in corporate America. Ex.--When Harvard Business Review published article
on EI, it attracted higher percentage of readers than any other article published in that journal in 40 years!
Ex.--When Johnson & Johnson CEO read that same article, he was so impressed he sent copies to his 400 top executives!
It’s more than 10 years since the buzz began—and the interest—and controversy—continue!
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Emotional Intelligence: Implications for Information Technology - UNC CAUSE November, 2006
Emotional Intelligence (EI)
What is it? Here are two of many definitions out there: Emotional Intelligence, also called EI and often
measured as an Emotional Intelligence Quotient (EQ), describes an ability, capacity, or skill to perceive, assess, and manage the emotions of one's self, of others, and of groups.
A form of social intelligence that involves the ability to monitor one’s own and other’s feelings and emotions, to discriminate among them, and to use this information to guide one’s thinking and action. (Salovey & Mayer, 1990)
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Emotional Intelligence: Implications for Information Technology - UNC CAUSE November, 2006
Emotional Intelligence (EI) Competencies: Four Major Groups
SelfPersonal competence
OtherSocial competence
Recognition 1)Self-AwarenessEmotional Self-awarenessAccurate self-assessmentSelf-confidence
2)Social AwarenessEmpathyService orientationOrganizational awareness
Regulation 3)Self-ManagementSelf-controlTrustworthinessConscientiousnessAdaptabilityAchievement DriveInitiative
4)Relationship ManagementDeveloping othersInfluenceCommunicationConflict ManagementLeadershipChange catalystBuilding bondsTeamwork & collaboration
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Emotional Intelligence: Implications for Information Technology - UNC CAUSE November, 2006
1)Self-awareness domain
Emotional Self-awareness – recognizing one’s own feelings and how they impact one’s performance
Accurate self-assessment - recognizing one’s strengths and weaknesses
Self-confidence
“Accurate self-assessment was a hallmark of superior performance in a study of several hundred managers from twelve different organizations” (Boyatzis, 1982)
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Emotional Intelligence: Implications for Information Technology - UNC CAUSE November, 2006
2)Social-awareness domain
Empathy – aware of others’ emotions, concerns
Service orientation – recognizes customers’ unstated needs and concerns
Organizational awareness – ability to read undercurrents of emotion and political realities of a group
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Emotional Intelligence: Implications for Information Technology - UNC CAUSE November, 2006
3)Self–management domain Emotional self-control - controlling anger, stress Trustworthiness - letting others know one’s
values, principles, intentions and acting consistently
Conscientiousness - careful, self-disciplined, attending to responsibilities
Adaptability – open to information, willing to change assumptions
Achievement Orientation – striving to improve Initiative – act before being forced, proactive
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Emotional Intelligence: Implications for Information Technology - UNC CAUSE November, 2006
4)Relationship management domain Developing others – sensing others’ development needs and
bolstering their abilities Influence – handle and manage emotions in other people Communication – creating an atmosphere of openness,
fostering dialog Conflict Management – spotting brewing issues and taking
steps to calm Leadership – visionary, inspire others, shared mission Change catalyst – recognize need for change, remove barriers,
challenge status quo Building bonds – networking, knowledge frameworks, resources Teamwork & collaboration – practice domain competencies at
group level
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Emotional Intelligence: Implications for Information Technology - UNC CAUSE November, 2006
A Sample of EI Research: Penn State U. study (Sosik & Megerian,1999) looked at self-
awareness component of EI and transformational leadership:
63 managers, 192 subordinates, and 63 management superiors in sample
Transformational leaders who are self-aware possess high levels of self-confidence and self-efficacy and provide orientation for followers
Empirical support for EI being the foundation of other aspects of leadership.
Self-awareness enable leaders to understand the emotional implications of their own feelings and thoughts
Mgrs who maintain accurate self-awareness appear more effective to their superiors and subordinates
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Emotional Intelligence: Implications for Information Technology - UNC CAUSE November, 2006
A Sample of EI Research
But even before it was called EI… Met Life study (Schulman, 1995):
Salespeople who were optimists outsold pessimists by 57% over two year employment
Bachman, 1988: US Navy study found most effective leaders were
warmer, more outgoing, emotionally expressive, dramatic and sociable
Lusch & Serpkenci, 1990: Study found store mgrs’ ability to manage feelings
and stress directly related to net profits, sales per sq ft, sales per employee, etc.
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Emotional Intelligence: Implications for Information Technology - UNC CAUSE November, 2006
EI Research Specific to IT
Multi-Health Systems Inc. (MHS), 1999: Tested EI of 104 information technology specialists (using
BarOn EQ-i, first scientific measure of EI) Sample included systems analysts, technical support
specialists, network administrators, systems analysts, programmers.
EI scores (average score, some high, some low) were slightly lower than other work groups (e.g., HR, Marketing)
“Traditionally, it has been believed that the cognitively smartest (highest IQ) make the best technical performers, but our initial research is showing that the high EQ IT professionals may be the real stars. They use their interpersonal skills to get more information, to get help solving problems, and are generally better liked by others.“ (Dr. Steven Stein, psychologist and President of MHS)
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Emotional Intelligence: Implications for Information Technology - UNC CAUSE November, 2006
Why EI for IT?Because It’s not about technology, it’s
about relationships
EDUCAUSE Top 10 issues – Dewey & DeBlois, 2006 Security and ID management – how will the campus
balance security and the tradition of open networking? Funding IT – interact with campus on achieving
institutional goals through technology Administrative/ERP/information systems – what are user
expectations and how will they be managed? Disaster Recovery/Business Continuity – key elements
are technology, people and communication Faculty development, support and training – role of IT:
driver, supporter, or in-between?
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Emotional Intelligence: Implications for Information Technology - UNC CAUSE November, 2006
IT is about Relationships
IT professionals are being called on now “to be partners in addressing campus issues, not just campus IT issues. . . .
Our profession has evolved and our experience has deepened. It is time to
engage in higher education’s grand challenges.” (EDUCAUSE Executive
Team, 2006)
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Emotional Intelligence: Implications for Information Technology - UNC CAUSE November, 2006
EI Scenarios: Your Turn Scenario 1
An instructional developer has been working with a senior faculty member on adding “active learning” elements into some lesson plans and they have had several good conversations. When the developer presents a new lesson outline that features best practices in student interaction and group work, the faculty member rejects the plan and suggests the effort was a waste of time.
Why this reaction? (Fear of failure, uncertain of own ability, comfortable teaching in old way) How could EI help?
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Emotional Intelligence: Implications for Information Technology - UNC CAUSE November, 2006
EI Scenarios: Your TurnScenario 2
The help desk receives a call from a student asking for help in completing an assignment using technology. The student’s computer is loaded with spyware and the helpdesk suggests installing campus software to avoid this. The student, rather than thanking the help desk, turns rude and calls the help lame.
Why? (Anxiety over admitting he did know about spyware or anxiety that people would find out that he had been accessing inappropriate content. ) How can EI help?
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Emotional Intelligence: Implications for Information Technology - UNC CAUSE November, 2006
EI Scenarios: Your TurnScenario 3
The DBA needs the SYS/Ops folks to grant access to certain features on the server in order to complete an important project. The Sys/ops folks say no problem but drag their feet in granting the access.
Why (Loss of control, job security)? How could EI help?
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Emotional Intelligence: Implications for Information Technology - UNC CAUSE November, 2006
EI Scenarios: Your TurnScenario 4
A member of your staff does great work and always delivers on what the clients wants as opposed to another worker who has trouble meeting deadlines--but clients always ask for the second worker.
Why? (Ability to be empathic, helpful, understanding, non-threatening) How could EI help?
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Emotional Intelligence: Implications for Information Technology - UNC CAUSE November, 2006
EI Scenarios: Your Turn Scenario 5
You know your staff are great and work hard to support those they serve, yet the customer service indexes never reflect excellent levels.
What’s going on? (focus on technology instead of relationships) How could EI help?
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Emotional Intelligence: Implications for Information Technology - UNC CAUSE November, 2006
EI: Not without its critics
No "benchmark" to set itself against. While IQ has established ranges (high to low) and tests
designed to correlate as closely as possible with school grades, EI lacks similar objective benchmarks
Many psychologists believe if it’s an “intelligence” like IQ, then it cannot be developed.
Some critics say EI is “old wine in new wineskins”—a “repackaging” of social intelligence.
Despite the critics, EI continues to get LOTS of attention from scholarly and professional communities.
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Emotional Intelligence: Implications for Information Technology - UNC CAUSE November, 2006
Closing Thoughts:
“The measurement of emotional intelligence in the workplace is the first step towards improving it. By understanding the strengths and weaknesses of your teams, you can systematically work towards increasing the skills that count. The truly intelligent human being is one who is not only “cogtelligent” (cognitively intelligent) but also “emtelligent” (emotionally intelligent).“ Dr. Reuven Bar-On, the author of the EQ-i and the
person who coined the term "EQ" over twelve years ago
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Emotional Intelligence: Implications for Information Technology - UNC CAUSE November, 2006
Closing Thoughts:
“It is very important to understand that emotional intelligence is not the opposite of intelligence, it is not the triumph of heart over head -- it is the unique intersection of both” (David Caruso)
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Emotional Intelligence: Implications for Information Technology - UNC CAUSE November, 2006
Good EI Resources
Goleman, D., Boyatsis, R., & McKee, A. (2004). Primal Leadership: Learning to Lead with Emotional Intelligence. Harvard Business School Press.
Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.
Goleman, D. (1998) Working with Emotional Intelligence. New York: Bantam Books.
Feldman, D. (1999). The Handbook of Emotionally Intelligent Leadership: Inspiring Others to Achieve Results. Leadership Solutions Press, Inc.
Cherniss, C. & Goleman, D. (2001). The Emotionally Intelligent Workplace: How to Select For, Measure, and Improve Emotional Intelligence in Individuals, Groups, and Organizations. Jossey Bass.
www.eiconsortium.org (LOTS of helpful info here!) http://ei.haygroup.com/resources/default_ieitest.htm
(Fun “mini” EI self-assessment tool on this site).
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Emotional Intelligence: Implications for Information Technology - UNC CAUSE November, 2006
Emotional Intelligence: Implications
for Information Technology
Dr. John Sherlock ([email protected])
Robert Orr ([email protected])
Questions?