PRESENTATION BY:RITIKA NAIR

SOCIAL AWARENESS...

Until the recent

past, the

decisive

factor of productio

n was the

land, and later capit

al

Today, decisiv

e factor

is

man himself

, his knowle

dge, his

capacity to

interrelate and understand his

organization, as well as his ability

to perceiv

e needs

of others and to satisfy them.

CHANGE IS THE ONLY CONSTANT,TRENDS CHANGE...

A paradigm shift in the decisive factor of production

Social awareness alludes to an individual's understanding of how to achieve social competence. It implies to the ability to understand people, and to understand how to act within social events. Social awareness, therefore, underlies the competent use of social skills. Social awareness consists of sensitivity, insight and communication.

Sensitivity is the ability to perceive social nuances;

Insight is the ability to interpret social situations, to read people and to understand verbal and nonverbal social cues; Communication is the ability to act, based on sensitivity and insight.

SOURCE: Black and Langone, 1997).

SOCIAL AWARENESS

EMPATHY: Sensing others’

feelings,perspective, and

taking active interest in their

concerns.

SERVICE ORIENTATION: Anticipating, Recognizing,and meeting

customers’ needs.DEVELOPING

OTHERS: Sensing their needs in order to develop & bolster

their abilities.

LEVERAGING DIVERSITY: Cultivating

opportunities through diverse

people.

5. COMPONENTS OF SOCIAL AWARENESS...

POLITICAL AWARENESS: Accurately read situations and

organizational and external realities

PRACTICES:THAT CULTIVATE EMOTIONAL INTELLIGENCE IN THE WORKPLACE...

PAVING THE WAY•Assess the organization’s needs•Assess the individual•Deliver assessments with care•Maximize learner choice•Encourage people to participate•Link learning goals to•personal values•Adjust expectations•Gauge readiness

ENCOURAGE TRANSFER AND MAINTENANCE OFCHANGE•Encourage use of skills on the job•Develop an organizational culture that•supports learning

EVALUATE THE CHANGE• Evaluate

DOING THE WORK OF CHANGE•Foster a positive relationship between•the trainers and learners•Make change self-directed•Set clear goals•Break goals into manageable steps•Provide opportunities to practice•Monitor performance and give feedback•Rely on experiential methods•Build in support•Use models•Enhance insight

Source: Consortium for Research on Emotional Intelligence. 1998.

Source: Consortium for Research on Emotional Intelligence. 1998.

INTRA-PERSONAL Self-Regard Emotional

Self-Awareness Assertiveness Independence Self-Actualization

INTER-PERSONAL Empathy Social Responsibility Interpersonal

Relationships

STRESS MANAGEMENT Stress Tolerance Impulse Control

ADAPTABILITY Reality Testing Flexibility Problem Solving

GENERAL MOOD Optimism Happiness

FACTORS OF EMOTIONAL INTELLIGENCE

Source: Consortium for Research on Emotional Intelligence. 1998.

RELATIONSHIP:EMOTIONAL INTELLIGENCE, LEADERSHIP STYLES AND TEAMS

WHAT MAKES A GREAT EXECUTIVE LEADERSHIP TEAM?

Top Team A Skilled, Smart,

Strategic Members

Highly Analytical Thinkers

Solid Leadership Capabilities

Performance Results: Outstanding

Top Team BSkilled, Smart, Strategic MembersHighly Analytical ThinkersSolid Leadership Capabilities

Performance Results:

MediocreSource: Consortium for Research on Emotional Intelligence. 1998.

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LEADERS OF OUTSTANDING TEAMS PULL TOGETHER CONDITIONS NECESSARY FOR TEAM SUCCESS...

DEVELOPMENT

DIRECTION

STRUCTURE

PEOPLE

LEADERSHIP

SUPPORT

RESULTS

CONDITIONS

Three main conditions for team success.

12

THE OUTSTANDING LEADER’SMANAGERIAL STYLES...

100%

90

80

70

60

50

40

30

20

10

0 Coercive Authori-tative

Affiliative Demo-cratic

Pace-setting

Coaching

8

41

60

77

2924

43

5663

12

46

54

29

61

7469

64

51

Outstanding Typical Poor

GUESS THE EMOTION!!!

NEUTRAL

ANGER

DISGUST FEAR

HAPPY/JOY CONFUSED SAD

SURPRISE

HOW DOES EQ DIFFER FROM IQ?EMOTINAL QUOTIENT INTELLIGENCE QUOTIENT

Focus: developing an understanding of and an ability to manage emotions

Focus: developing one’s cognitive abilities; more academically oriented

Can be enhanced throughout one’s life

Generally thought to be largely established at birth and cannot be enhanced

Recently understood to be an important predictor of one’s potential for success

Has been traditionally used to predict potential for one’s success

Fosters understanding and management of own emotions

Allows development of needed knowledge base

Promotes positive relationships Enables development of technical skills and abilities

Increases self-motivation and drive

Enables conceptual thinking

SOURCE: Louise Hart

MYTHS ABOUT EI...There is no place for

emotions in life; facts are more solid

EI involves telling everyone how you feel all of the time

We should only focus on positive emotions, not negative ones

EI is just another soft skills fad with nothing new to offer

SOURCE: McBride & Maitland 2002

EI BENEFITS...Improved

relationshipsImproved

communication with others

Better empathy skillsImproved career

prospectsManage change

more confidently

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REFERENCES...

Antonakis, J. (2003). Why “Emotional Intelligence” does not predict leadership effectiveness: a comment on Prati, Douglas, Ferris, Ammeter, and Buckley. The International Journal of Organizational Analysis, 11(4), 355-361.

Ashkanasy, N. M., & Daus, C. S. (2002). Emotion in the workplace: the challenge for managers. Academy of Management Executive, 16(1), 76-86.

Aydin, M. D., Leblebici, D. N., Arslan, M., Kilic, M., & Oktem, M. K. (2005). The impact of IQ and EQ on pre-eminent achievement in organizations: implications for hiring decisions of HRM specialists. The International Journal of Human Resource Management, 16(5), 701-719.

Carson, K. D., Carson, P. P., Fontenot, G., & Burdin J. J. (2005). Structured interview questions for selecting productive, emotionally mature, and helpful employees. The Health Care Manager, 24(3), 209-215.

Cote, S., & Miners, C. T. H. (2006). Emotional intelligence, cognitive intelligence, and job performance. Administrative Science Quarterly, 51(1), 1-28.