Emotional Intelligence

Shailendra Singh,Ph.D.

Learning Objectives

What is Emotional Intelligence? Forerunners of Emotional Intelligence. Dimensions of Emotional Intelligence Characteristics of High EQ people Diagnosing Your own EQ Relationship with other Constructs

Definition of EI

Ability to monitor and regulate one’s own and others feelings, and use feelings to guide

thought and action

Definition of EI

the Capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves

and our relationships”.

Goleman, 1998

The Rational Brain – Where IQ Resides

Neocortex

Where IQ Resides:Neocortex

Where EQ Resides:

PrefrontalCortex

Traditional managementDecision making, planning, and controlling

CommunicationsExchanging routine information and processing

paperworkHuman resource management

Motivating, disciplining, managing conflict, staffing, and training

NetworkingSocializing, politicking, and interacting with others

Effective Vs Successful Activities

Allocation of Time spent in %Average Manager

Successful Manager

Effective Manager

Traditional management

32 13 19

Communications 29 28 44

HRM 20 11 26

Networking 19 48 11

Allocation of Activates by Time

3 Skills of Managers

Technical Skills : Ability to use knowledge, methods, techniques, and equipments necessary for the performance of specific task

Human Skills: Ability and judgment in working with and through people.

Conceptual Skills: Ability to understand and diagnose complex situation and plan actions accordingly

Management Skills at Various Levels of Organization

Management Level

Top

Middle

Junior

Nonmanager

Skills Needed

Human

Technical

Conceptual

History of EI

Concept of EI evolved over last 100 years 1900 – Binet begins administering Intelligence Tests to school

children 1918 First large scale IQ tests for army recruits 1930 Thorndike’s “Social Intelligence” 1940 Wechler’s Non-intellective Intelligence 1950 Ohio State Studies “Task vs Consideration” 1958 David Wechsler developed WAIS 1983 Howard Gardner’s “Frame’s of Mind” 1990 Salovey and Mayer coin the term “EI” 1995 Goleman writes book “ EI: Why it matters more than IQ” 1998 Goleman writes What makes a leader in HBR & a book

entitled working with Emotional Intelligence

History of EI

Howard Gardner’s “Frames of Mind” (1983)7 categories of IntelligenceVerbal/LinguisticLogical/MathematicalVisual/spatialMusicalBodily/kinestheticInterpersonalIntrapersonal

Importance

SelectionDerailmentSuccess

Selection

Corporations are increasingly listing EI competencies as a criteria for new hires-National US DOL Survey

More Cos. are seeking MBAs with EI- Graduate Management Admission Council

Survey

Derailment

Rigidity, poor relationship and inability to lead teams are most common traits-Centre for Creative Leadership Study

Managers who derailed all had high levels of expertise and intelligence but many were arrogant and had a contempt for team work-Egon Zehnder Study

Why Should You Know About EI?A Wake-up Call (1 of 3)

70% of the reasons for losing clients/customers are EI-related:Poor service.Poorly handled complaints.Unpleasant interactions.Didn’t go the extra mile.No follow-up.Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)

Can You Hear Me Now? (2 of 3)

75% of the reasons careers get derailed are EI-related:Unsatisfactory team leadership

during challenging times. Inability to handle interpersonal

issues. Inability to adapt to change. Inability to elicit trust.

Source: Research at the Center for Creative Leadership, 1994, cited in Orioli (2000)

Are You Up Yet? (3 of 3)

50% of time wasted is due to lack of trust.

Source: John Whitney, Director, Deming Center for Quality Management, cited in Orioli (2000)

Success

Longitudinal study of Harvard Graduates and Foreign Service Officers found that test scores on entrance exams did not predict career success

Hay McBer’s study of executives of 15 global organizations including Pepsi, IBM, Volvo found that two third of the competencies deemed essential to success were emotional competencies

Goleman’s analysis of 181 jobs in 121 organizations found that emotional competencies were the best differentiators between a star performer and typical performers

Peter Salovey’s Conceptualization of EQ

1. Knowing one’s own emotions

2. Managing one’s emotions

3. Motivating oneself: Controlling impulsiveness

4. Empathy: Recognizing emotions in others

5. Handling relationship

Components of Emotional Intelligence

Emotional Intelligence

Self Awareness

Self Regulation

Motivation

Social Skill

Empathy

Emotional Intelligence The Conceptual Model

Self-Awareness

Social Awareness

Self-Management

Relationship Management

Self Others

Reco

gn

itio

nR

eg

ula

tion

Positive impacton others© 2000 Hay Group. All rights reserved.

Self AwarenessEmotional Self Awareness

Accurate Self Assessment

Self Confidence

Social AwarenessEmpathy

Organizational Awareness

Service OrientationSelf ManagementEmotional Self Control

Trustworthiness

Conscientiousness

Adaptability

Optimism

Achievement Orientation

Initiative

Relationship ManagementDeveloping others

Influence

Conflict Management

Inspirational Leadership

Change catalyst

Building bonds

Team building & Collabo…

The ECI Priorities

E Self-Awareness Self-Confidence Emotional Self-Awareness or

Accurate Self-Assessment

Social Awareness Empathy Organizational Awareness or

Service Orientation

E Self-Management Self-Control Transparency or Adaptability Achievement or Initiative Optimism

Managing Relationships Influence Inspirational Leadership or

Developing Others Teamwork and Collaboration

or Conflict Management Change Catalyst

Source: Jacobs (2001)

What’s Similar Across EI & Leadership Competencies?

Similarities: Both includeCongruency of personal values and ethical

behaviorSelf-awareness, self-management and

motivationAwareness of others and social environmentBuilding relationships and working well with

others

Perspectives from Peter Drucker and Daniel Goleman “Your foremost job as a leader… is to take

charge of your own energy and then help orchestrate the energy of those around you.”

“In any human group the leader has maximal power to sway everyone’s emotions…The effects of primal leadership extend beyond ensuring that a job is well done. Followers also look to a leader for supportive emotional connection – for empathy.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)

How Do EI Competencies Fit Together?

Some competencies are easier to develop (e.g., for Social Skills) than others (e.g., for Self-Awareness, Self-Management and Social Awareness).

Some competencies are more important than others.

Certain combinations of competencies may contribute to outstanding performance.

One competency may compensate for another.You do not need to master every competency to

be successful.

© 2000, HayGroup. Reprinted with permission.

Emotional Competence Framework

Personal CompetenceThese competencies represent how we

manage ourselves Self Awareness Self Regulation Motivation

Emotional Competence Framework

Social CompetenceThese competencies represent how we handle

relationship Empathy Social Skills

Self-Awareness

Knowing one's internal states, preferences, resources, and intuitions-Emotional Self-Awareness: Recognizing one's emotions and their effects-Accurate Self-Assessment: Knowing one's strengths and limits-Self-Confidence: A strong sense of one's self-worth and capabilities

The Power of Self-Awareness

With self-awareness, person has 50-50 chance (49%) of demonstrating self-management; without it, person has virtually no chance (4%).

With self-awareness, person has 38% chance of having social awareness; without it, person has 83% chance of lacking social awareness.

Source: Burckle & Boyatzis (1999)

Self-Management

Managing ones' internal states, impulses, and resources

Emotional Self-Control: Keeping disruptive emotions and impulses in check

Trustworthiness: Taking action that is consistent with what you say and value.

Conscientiousness: Taking responsibility for your personal performance.

Optimism: Persistence in pursuing goals despite obstacles and setbacks

Adaptability: Flexibility in handling change

Achievement Orientation: Striving to improve or meeting a standard of excellence

Initiative: Readiness to act on opportunities

Social Awareness

Awareness of others feelings, needs, and concernsEmpathy: Sensing others' feelings and perspectives,

and taking an active interest in their concerns

Organizational Awareness: Reading a group's emotional currents and power relationships

Service Orientation: Anticipating, recognizing, and meeting customers' needs

Relationship Management

Adeptness at inducing desirable responses in others Developing Others: Sensing others' development needs and bolstering

their abilities

Inspirational Leadership: Inspiring and guiding individuals and groups

Influence: Wielding effective tactics for persuasion

Change Catalyst: Initiating or managing change

Conflict Management: Negotiating and resolving disagreements

Teamwork & Collaboration: Working with others toward shared goals. Creating group synergy in pursuing collective goals.

Building Bonds: Working to build or maintain friendly, reciprocal, and warm relationships or networks of contacts with people.

Self-Awareness

“There is only one corner of the universe that you can be certain of improving; and that is our own self.” Aldous Huxley

1. Self Awareness

Knowing one’s internal states, preferences, resources, and intuitions Emotional Awareness

Recognizing one,s emotions and their effects Accurate Self Assessment

Knowing one’s own strengths and limits• We spend too much time trying to remedy our weaknesses rather than

building on our strengths

Self Awareness: Getting In Touch With Your Feelings

What we think – our interpretation of events that produces a particular

emotional response or thought

What we feel – a label that we use to describe a particular state

How our bodies react – e.g. racing heartbeat, feeling tense

How we behave – e.g. running away, hitting out or hugging someone.

Self- Confidence A strong sense of one’s self worth and capabilities

Confidence determines choices, efforts, perseverance and resilience

Confidence is Self Fulfilling

Self Management

“There is nothing good or bad but thinking makes it so.”

Dynamics of Emotion

Real

Imagined

Rational Response

Irrational Response

Evoke Feelings

Leads to Behaviour

2. Self Management

Self ControlKeeping disruptive emotions and impulses in

check

Marshmallow Study4 years to pick one marshmallow now or 2 after

15 minutesKids who waited did on average 210 points

better on the SAT’s more than 10 years later

2. Self Management

TrustworthinessMaintaining standards of honesty and integrity,

acting congruently with one’s valueTaking responsibility can be hard…CEO of Intel during 1994 Pentium flaw crisis Co. was in denial modeHe ultimately took personal responsibility

ConscientiousnessTaking responsibility for personal performance

2. Self Management

AdaptabilityFlexibility in handling change

Carly Fiorina: First women CEO of HP, First women to lead Fortune 50 Co. . Led a transformation in HP’s culture and structure

Darwin: It is not the strongest of the species who survive, nor the most intelligent, but those who are most adaptive to change

InnovationBeing comfortable with new ideas ,approaches and

information

2. Self Management

Achievement Drive: Meet the standard of excellence Shridharan of Delhi Metro Lakshmi N. Mittal-Third richest of the World & Richest in Europe

Initiative: Ability to identify a problem/opportunity and take action Bill Gates reluctantly quit HBS programme to start Micosoft

Optimism: Persistence in pursuing goals despite setbacks and failures Harry Potter’s author J.K. Rowing was divorced and living on

public assistance in tiny apartment in Edinburgh and the first book in the series was rejected by 10 publishers

3. Social Awareness

http://www.cio.com/archive/120104/faces.html

Empathy

3. Social Awareness

Service orientation: Anticipating,recognizing, and meeting customers’ needs.People with this competence:

Understand customers’ needs and matchthem to services or products

Seek ways to increase customers’satisfaction and loyalty

Gladly offer appropriate assistance Grasp a customer’s perspective, acting as

a trusted advisor

3. Social Awareness

Political awareness: Reading a group’semotional currents and power relationships.People with this competence:

Accurately read key power relationships Detect crucial social networks Understand the forces that shape views

and actions of clients, customers, orcompetitors

Accurately read situations andorganizational and external realities

4. Social Skills

Developing others: Sensing what othersneed in order to develop, and bolstering theirabilities. People with this competence:

Acknowledge and reward people’sstrengths, accomplishments, anddevelopment

Offer useful feedback and identifypeople’s needs for development

Mentor, give timely coaching, and offerassignments that challenge and grow aperson’s skills.

4. Social Skills

4. Social Skills

Leadership: Inspiring and guiding groupsand people. People with this competence:

Articulate and arouse enthusiasm for ashared vision and mission

Step forward to lead as needed,regardless of position

Guide the performance of others whileholding them accountable

Lead by example

4. Social Skills

Conflict Management

4. Social Skills

Building Bonds

4. Social Skills

Change Catalyst

4. Social Skills

Team Capabilities

EI base of Leadership Styles

• Coercive: Desire to achieve, initiative and self control

• Authoritative: Self confidence, empathy, change catalyst

• Affiliative: Empathy, building relationship

• Democratic: Collaboration, team leadership, communication

• Pace-Setting: Conscientiousness, drive to achieve, initiative

• Coaching: Developing others, empathy, and self awareness

EI Development

Assess the job Assess the individual Deliver assessments with care Gauge readiness Motivate Make change self directed Focus on clear and manageable goals Prevent lapse Give Performance feedback Encourage practice Arrange support Provide models Encourage Reinforce change Evaluate

Competence Framework

Competence

Aptitude

Knowledge Skill

Four Levels of Readiness

Oblivious: Those who don’t see the problem

Contemplation: See the problem, think of change

Preparation: Begin focus on change Action: Visible change begins

How Do EI Competencies Fit Together?

Some competencies are easier to develop (e.g., for Social Skills) than others (e.g., for Self-Awareness, Self-Management and Social Awareness).

Some competencies are more important than others.

Certain combinations of competencies may contribute to outstanding performance.

One competency may compensate for another.You do not need to master every competency to

be successful.

© 2000, HayGroup. Reprinted with permission.