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KECERDASAN EMOSI
LECTURE 5YXGA 6108
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To be successful you dont just
need to be intelligent, you need to
be emotionally intelligent
For leadership positions emotionalintelligence competencies account for up to
85% of what sets outstanding managers
apart from the average.(- Daniel Goleman, working with Emotional Intelligence, 1998)
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WHAT IS EMOTIONAL INTELLIGENCE
Originally coined by 2 US psychologists, Peter Saloveyand John Mayer, refers to a learned ability to perceive,understand and express our feelings accurately and tocontrol our emotions so that they work for us, not againstus.
Knowing how you and others feel and what to do aboutit.
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Knowing what feels good and what feels bad
and how to get from bad to good.
Possessing emotional awareness, sensitivity
and the management skills that will help us to
maximise our long-term happiness and survival.
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WHY IS EI IMPORTANT
Most desired competencies are communication skills,, interpersonal
skills and initiative.
Two-thirds of stress related problems result from abusive,
unsatisfying, limiting or ill-defined relationships.
In 1997 American Medical association found that physicians wholack empathy get sued more often.
Assertiveness, empathy, happiness, emotional awareness and
problem solving skills are more predictive of sales success than
background, gender and sales techniques.
Studies of 500 organisations worldwide indicates that people whoscore highest on EI measures rise to the top of organisations.
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INTRAPERSONAL INTERPERSONAL
This is the inner-intelligenceWe use to know, understand
And motivate ourselves
This is the outer intelligence
we use to read, sense, understand
and manage our relationships with
Other people
1. Self-awareness
2. Emotional management
3. Self-motivation
1. Relationship management
2. Emotional coaching
Margaret Chapman, 2001
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TEN HABITS OF EMOTIONALLY INTELLIGENT PEOPLE
1. Label their feelings, rather than labeling people or situations
2. Distinguish between thoughts and feelings
3. Take responsibility for their feelings
4. Use their emotions to help make decisions
5. Show respect for others feelings
6. Feel energised, not angry7. Validate others feelings
8. Practice getting a positive value from their negative emotions
9. Dont advise, command, control, blame or judge others.
10. Avoid people who invalidate them or dont respect their feelings.
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INTRA PERSONAL
INTERPERSONAL ADAPTABILITY
STRESS
MANAGEMENT GENERAL MOOD
KECERDASAN EMOSI
BarOn EQ-I Composite Scales
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INTRA PERSONAL
INTERPERSONAL
STRESS
MANAGEMENT
ADAPTABILITY
GENERAL MOOD
Emotional Self- Awareness
Assertiveness
Independence
Self- regard
Self-Actualisation
Problem Solving
Flexibility
Reality TestingInterpersonal Responsibility
Social Responsibility
Empathy
Impulse control
Stress tolerance
Happiness
Optimism
BarOn EQ-I Composite Scales
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KECERDASAN EMOSI
INTRA
PERSONAL
Self- regard
Emotional Self- Awareness
Assertiveness
Independence
Self-Actualisation
BarOn EQ-I Composite Scales
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Empathy
Social Responsibility
Interpersonal Responsibility
INTERPERSONAL
KECERDASAN EMOSI
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KECERDASAN EMOSI
STRESSMANAGEMENT
Stress tolerance
Impulse control
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ADAPTABILITY
Reality Testing
Flexibility
Problem Solving
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GENERAL MOOD
Optimism
Happiness
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SOCIAL
COMPETENCE
Empathy
PERSONALCOMPETENCE
motivation
Self-Regulation
Self-Awareness
Social Skills
GOLEMAN (1998)
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PERSONAL
COMPETENCE
SOCIAL
COMPETENCE
Self-Awareness
Self-Regulation
motivation
empathy Developing others
Service orientation
Leveraging diversity
Political awareness
Understanding others
Social Skills
Emotional awareness
Accurate self-assessment
Self-confidence
Innovation
Self-ControlTrustworthiness
ConscientiousnessAdaptability
OptimismInitiative
CommitmentAchievement
Team Capabilities
Collaboration & CooperationBuilding BondsChange Catalyst
Leadership
Conflict ManagementCommunication
influence
GOLEMAN (1998)
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PERSONAL
COMPETENCE
Self-AwarenessSelf-Regulationmotivation
Emotional awareness
Accurate self-assessment
Self-confidence
Innovation
Self-Control
Trustworthiness
ConscientiousnessAdaptability
Optimism
Initiative
Commitment
Achievement
GOLEMAN (1998)
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SOCIALCOMPETENCE
Empathy
Developing others
Service orientation
Leveraging diversity
Political awareness
Understanding othersSocial Skills
Team Capabilities
Collaboration & Cooperation
Building Bonds
Change CatalystLeadership
Conflict Management
Communication
influence
GOLEMAN (1998)
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Self-Awareness
The ability to see ourselves with our own eyes, to be aware of our
Goals, immediate and long termBeliefs, about ourselves and othersValues, those things we hold dear
Drivers, that affect how we workRules that we live by, the shoulds, musts and oughtsSelf-talk, the inner voice that tells us we can or cannot do
something.EI leaders are attuned to their guiding values and can often intuit
the best course of action, seeing the big picture in a complexsituation. Emotionally self-aware leaders can be candid and
authentic, able to speak openly about their emotions or withconviction about their guiding vision.
Mengenalpasti emosi dan kesannya.
Emotional self-awareness
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Leaders with high self-awareness typically know
their limitations and strengths, and exhibit a sense
of humor about themselves. They exhibit a
gracefulness in learning where they need to improve
and welcome constructive criticism and feedback.
Accurate self-assessment lets a leader know when
to ask for help and where to focus in cultivating newleadership strengths.
Kesedaran tentang kekuatan dan kelemahan diri.
Self Awareness -
Accurate self-assessment
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Self Awareness Knowing your goals
Our goals are what spur us into action. These might be
short term (right now/next month) or long term (eg. What
we would like to have done with our lives).
Our feelings, our desires or intentions are not alwaysobvious to us. The value of becoming aware of our goals
is that we can use this information to help us develop the
strategies necessary to get what we really, really want.
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You receive a call from a friend asking you to stand in for
him on a project in a weeks time. Youve recently freedup your diary to write a conference paper, so you could
physically do it. Do you:
Say yes - Agree but feel guilty because you havemoved other commitments out of your schedule to focus
on your writing.
Say no because you have commitments
Say possibly and leave it vague you will see what you
can do and then get back to him (saying no)
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You want to impress your friend with your ability to help
out (despite obvious costs to yourself) you will say yes.
You recognise the importance of producing work that is
going to contribute to increasing your profile for longterm success you will say no
You want to demonstrate your concern, but really want
to say no, may be you will think how both your needs
and his can be satisfied.
Self Awareness Knowing your goals
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IMPLICATIONS:
In the first case your underlying motives might be theneed to achieve approval
In the second, you have a clear sense of direction andwhat your goals are, and you are prepared to assert yourneeds to achieve these.
In the third, you are engaging in avoidance behavior
Self Awareness Knowing your goals
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TIPS FOR IDENTIFYING YOUR GOALS: Believe your behavior- when we enthusiastic about
something, it is because we want to do it. (agreeing to
stand in for a friend might give the impression that you are
dependable and supportive, but at what costs to your own
needs? (how long before you get back to him to say no?)
Trust your feelings when you feel happy, satisfied or
content in a certain situation in alignment with your inner
and outer self ie you are doing what you want to be
doing (being congruent). If you feel resentment youroriginal intention is in conflict with some underlying goals.
Be honest with yourself are you harboring any hidden
agendas? To impress colleagues & friends
Self Awareness Knowing your goals
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Knowing their abilities with accuracy allow leadersto play their strengths. Self-confident leaders canwelcome a difficult assignment. Such leaders oftenhave a sense of presence, a self-assurance that letsthem stand out in a group.
Keyakinan diri yang tinggi. Mengetahui kebolehandan kekuatan diri.
Self - Awareness
Self-confidence
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Leaders with emotional self-control find ways tomanage their disturbing emotions and impulses, andeven to channel them in useful ways.
A hallmark of self-control is the leader who stayscalm and clear headed under high stress or during acrisis or who remains unflappable (not anxious,angry or nervous) even when confronted by a tryingsituation.
Menguruskan emosi / mengawal diri dengan baik.
Self-Regulation/Self-Management
Self-Control
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Leaders who are transparent live their values.Transparency an authentic openness to others
about feelings, beliefs and actions allows integrity.Such leaders openly admit mistakes or faults, andconfront unethical behavior rather than a blind eye.
Jujur dan tulus ikhlas.
Trustworthiness/ transparency
Self-Regulation/Self-Management
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Leaders who are adaptable can juggle multiple
demands without losing their focus and energy, and
are comfortable with the inevitable ambiguities oforganizational life. Such leaders can be flexible in
adapting to new challenges, nimble (agile) in
adjusting to fluid change, and limber (able to bend
and move) in their thinking in the face of new data
or realities.
Keanjalan dalam menangani perubahan dan cabaran.
Adaptability
Self-Regulation/Self-Management
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Leaders with strength in achievement have highpersonal standards that drive them to constantlyseek performance improvements both for
themselves and those they lead. They are pragmatic, settling measurable but
challenging goals, and are able to calculate risk sothat their goals are worthy but attainable. A hallmarkof achievement is in continually learning andteaching - ways to do better.
Sentiasa berusaha mencari kecemerlangan.
Achievement
Self-Regulation/Self-Management
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Leaders who have a sense of efficacy that they
have what it takes to control their own destiny
excel in initiative.
They seize opportunities or create them rather than
simply waiting. Such a leader does not hesitate to cut
through red tape, or even bend the rules, when
necessary to create better opportunities for the
future. Sentiasa mencari peluang untuk menjadi lebih baik.
Self-Regulation/Self-Management
Initiative
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A leader who is optimistic can roll with the punches,seeing an opportunity rather than a threat in asetback. Such leaders see others positively,
expecting the best of them. And their glass half-fulloutlook leads them to expect that changes in thefuture will be for the better.
Menghadapi masalah dengan kesabaran danmencari peluang dalam setiap kegagalan. Melihatorang lain secara positif dan menjangka yang terbaikdari mereka.
Self-Regulation/Self-Management
Optimism
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Leaders with empathy are able to attune to a wide
range of emotional signals, letting them sense the
felt, but unspoken emotions in a person or group.
Such leaders listen attentively and can grasp theother persons perspective. Empathy makes a leader
able to get along well with people of diverse
backgrounds or from other culture.
Memahami orang lain. Menyedari perasaan dan
perspektif orang lain serta mudah bergaul dengan
pelbagai peringkat.
SOCIAL AWARENESS
Empathy
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A leader with a keen social awareness can be
politically astute (cekap), able to detect crucial social
networks and read key power relationships. Such
leaders can understand the political forces at work inan organization, as well as the guiding values and
unspoken rules that operate among people there.
Dapat membaca emosi sesebuah kumpulan dan
organisasi.
SOCIAL AWARENESS
Organizational awareness
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Leaders high in service competence foster an
emotional climate so that people directly in touch
with the customer or client will keep the relationship
on the right track
Such leaders monitor customer or client satisfaction
carefully to ensure they are getting what they need.
They also make themselves available as needed.
Mengenali, menyertai dan memenuhi keperluanpelanggan.
SOCIAL AWARENESS
Service
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RELATIONSHIP MANAGEMENT
Leaders who inspire both create resonance andmove people with a compelling vision or shared
mission. Such leaders embody what they ask ofothers, and are able to articulate a shared mission ina way that inspires others to follow. They offer asense of common purpose beyond the day-to-daytasks, making work exciting.
Boleh memberi inspirasi dan panduan kepada
individu dan kumpulan.
Inspiration
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Leaders who are adept at cultivating peoples
abilities show a genuine interest in those they are
helping along, understanding their goals, strengths,and weaknesses. Such leaders can give timely and
constructive feedback and are natural mentors or
coaches.
Menyedari keperluan membangun orang lain sertamenyokong kebolehan mereka.
RELATIONSHIP MANAGEMENT
Developing Others
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Leaders who can catalyze change are able torecognize the need for the change, challenge thestatus quo, and champion the new order. They can
be strong advocates for the change even in the faceof opposition, making the argument for itcompellingly. They also find practical ways toovercome barriers to change.
Pemangkin perubahan boleh memula danmenguruskan perubahan.
RELATIONSHIP MANAGEMENT
Change Catalyst/ Pemangkin perubahan
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Leaders who manage conflict best are able to drawout all parties, understand the differing perspectives,and then find a common ideal that everyone canendorse. They surface the conflict, acknowledge thefeelings and views of all sides, and then redirect theenergy toward a shared ideal.
Kebolehan berunding serta menyelesaikanperbalahan.
RELATIONSHIP MANAGEMENT
Conflict Management
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Leaders who are able team players generate anatmosphere of friendly collegiality and arethemselves models of respect, helpfulness, andcooperation. They draw others into active,
enthusiastic commitment to the collective effort, andbuild spirit and identity. They spend time forging andcementing close relationships beyond mere workobligations.
Boleh membina ikatan. Kebolehan membinahubungan yang bermakna.
Boleh bekerjasama dengan orang lain bagi mencapaimatlamat.
Boleh mewujudkan sinergi kumpulan bagi mencapaimatlamat.
RELATIONSHIP MANAGEMENT
Teamwork and Collaboration
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MENGENALPASTI
EMOSI MENGGUNAKA
N
EMOSI UNTUK
PROSES
BERFIKIR
MEMAHAMI
EMOSI
MENGURUS
EMOSI
1
2
34
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A= 4; B = 3; C =2; D = 1
THE BOSTON Ei QUESTIONNAIRE
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THE BOSTON Ei QUESTIONNAIRE
1 2 3 4 5 Q 1-5 Your score for self-awareness
6 7 8 9 10 Q 6-10 Your score for Emotionmanagement
11 12 13 14 15 Q 11-15 Your score for self-motivation
16 17 18 19 20 Q 16-20 Your score for
Relationship management
21 22 23 24 25 Q21-25 Your score for Emotionalcoaching
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>17 on any dimension: you seem to shape uppretty well.
13-16: some remedial work is necessary
9-12: roll up your sleeves kena kerja kuat 8 ke bawah: oh dear!
Do not despair whatever your score.
YANG PENTING ANDA DAH FAHAM DAN
AKAN MELAKUKAN PERUBAHAN
THE BOSTON Ei QUESTIONNAIRE