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 ones 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

Where IQ Resides: Neocortex Where EQ Resides:

Neocortex

Prefrontal Cortex

Effective Vs Successful Activities

Traditional management Decision making, planning, and controlling Communications Exchanging routine information and processing paperwork Human resource management Motivating, disciplining, managing conflict, staffing, and training Networking Socializing, politicking, and interacting with others

Allocation of Time spent in %

Average Manager Successfu Effective l Manager Manager

Traditional management

32

13

19

Communications 29 HRM Networking 20 19

28 11 48

44 26 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

Manageme nt Level Top Middle

Skills Needed

Junior Nonmanager

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 Thorndikes Social Intelligence 1940 Wechlers Non-intellective Intelligence 1950 Ohio State Studies Task vs Consideration 1958 David Wechsler developed WAIS 1983 Howard Gardners Frames 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 Gardners Frames of Mind (1983) 7 categories of Intelligence Verbal/Linguistic Logical/Mathematical Visual/spatial Musical Bodily/kinesthetic Interpersonal Intrapersonal

Importance
Selection Derailment Success

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. Didnt 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 McBers 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 Golemans analysis of 181 jobs in 121 organizations found that emotional competencies were the best differentiators between a star performer and typical performers

Peter Saloveys Conceptualization of EQ

1. 2.

Knowing ones own emotions Managing ones emotions

3.
4. 5.

Motivating oneself: Controlling impulsiveness

Empathy: Recognizing emotions in others Handling relationship

Components of Emotional Intelligence

Self Awareness
Social Skill Self Regulation Emotional Intelligence Empathy Motivation

Emotional Intelligence The Conceptual Model

Self Recognition

Others

SelfAwareness

Social Awareness

Regulation

SelfManagement

Relationship Management
Positive impact on others

2000 Hay Group. All rights reserved.

Self Awareness
Emotional Self Awareness

Social Awareness
Empathy Organizational Awareness Service Orientation

Accurate Self Assessment

Self Confidence

Self Management
Emotional Self Control
Trustworthiness Conscientiousness Adaptability Optimism Achievement Orientation Initiative

Relationship Management
Developing 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)

Whats Similar Across EI & Leadership Competencies?

Similarities: Both include
Congruency of personal values and ethical behavior Self-awareness, self-management and motivation Awareness of others and social environment Building 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 everyones emotionsThe 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 SelfAwareness, 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 Competence
These competencies represent how we manage ourselves
Self Awareness Self Regulation Motivation

Emotional Competence Framework

Social Competence
These 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 selfmanagement; 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 concerns
Empathy: 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 ones internal states, preferences, resources, and intuitions
Emotional Awareness
Recognizing one,s emotions and their effects

Accurate Self Assessment

Knowing ones 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

How our bodies react e.g.

racing heartbeat, feeling tense

What we feel a label that we use

to describe a particular state

How we behave e.g. running

away, hitting out or hugging someone.

 Self- Confidence
A strong sense of ones 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 Control
Keeping disruptive emotions and impulses in check

Marshmallow Study
4 years to pick one marshmallow now or 2 after 15 minutes Kids who waited did on average 210 points better on the SATs more than 10 years later

2. Self Management
Trustworthiness
Maintaining standards of honesty and integrity, acting congruently with ones value
Taking responsibility can be hard CEO of Intel during 1994 Pentium flaw crisis Co. was in denial mode He ultimately took personal responsibility

Conscientiousness
Taking responsibility for personal performance

2. Self Management
Adaptability
Flexibility in handling change
Carly Fiorina: First women CEO of HP, First women to lead Fortune 50 Co. . Led a transformation in HPs 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

Innovation
Being 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 Potters 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
Empathy

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

3. Social Awareness
Service orientation: Anticipating, recognizing, and meeting customers needs. People with this competence: Understand customers needs and match them to services or products Seek ways to increase customers satisfaction and loyalty Gladly offer appropriate assistance Grasp a customers perspective, acting as a trusted advisor

3. Social Awareness
Political awareness: Reading a groups emotional 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, or competitors Accurately read situations and organizational and external realities

4. Social Skills
Developing others: Sensing what others need in order to develop, and bolstering their abilities. People with this competence: Acknowledge and reward peoples strengths, accomplishments, and development Offer useful feedback and identify peoples needs for development Mentor, give timely coaching, and offer assignments that challenge and grow a persons skills.

4. Social Skills

4. Social Skills
Leadership: Inspiring and guiding groups and people. People with this competence: Articulate and arouse enthusiasm for a shared vision and mission Step forward to lead as needed, regardless of position Guide the performance of others while holding 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

Knowledge

Skill

Aptitude

Four Levels of Readiness

Oblivious: Those who dont 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 SelfAwareness, 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.