Chapter 6 iq and eq (1)
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This document discusses emotional intelligence (EI) and its importance. It defines EI as the ability to perceive, understand and manage emotions. The document then outlines five key components of EI: self-awareness, self-regulation, self-motivation, empathy, and social skills. Each component is further defined by related competencies. The document provides examples of how companies have linked higher EI to improved performance, such as sales agents with greater EI competencies outselling others by $91,370 on average. Overall, the document advocates that EI is an important factor for success.
Chapter 6 iq and eq (1)
- 2. Recall a situation in the last one week when you have felt extremely emotional….. Can you identify the emotion? Name it Now recall how you felt? Describe it How did you deal with it? Describe your behavior 9/29/2013EI 2
- 3. IQ means intelligence quotient EQ means emotional quotient EI means emotional intelligence 9/29/2013 3EI
- 5. "Emotional Intelligence, more than any other asset, more than IQ or technical expertise, is the most important overall success factor." Warren Bennis, Ph.D., Distinguished Professor of Business Administration, Founding Chairman of The Leadership Institute at the USC 5/23/2013 5EI
- 6. GETS YOU HIRED GETS YOU FIRED/PROMOTED THE PROFESSIONAL SUCCESS 9/29/2013 6EI
- 7. Emotion – How a person feels about something Intense & Specific Intelligence – IQ Multiple Intelligence 9/29/2013 7EI
- 8. Intelligence Characteristics Famous examples Logical / Mathematical Quantifies / Calculates / Analytical / Einstein Verbal / Linguistic Words Writers / Poets / Shgakespeare /Tom Peters Interpersonal Interacts / Understands others / Empathises Oprah Winfrey Intrapersonal Independent / Goal- Oriented / Perseverant Howard Hughes Visual / Spatial Mental models Architects Musical Sensitivity to pitch, melody, rhythm Mozart Bodily / Kinesthetic Physical movement Gymnasts / Dancers Naturalist Connect to nature Existential Personal mission / Purpose Victor Frankl, Martin Luther King Emotional Emotionally mature Gandhi 9/29/2013 8EI
- 9. Ability to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, and regulate emotion in oneself and others
- 10. The subset of social intelligence that involves the ability to monitor ones’ own & others feelings & emotions, to discriminate amongst them and to use this information to guide one’s thinking & actions •Salovey & Mayer (1990) The capacity for recognising our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships •Daniel Goleman (1995) 9/29/2013 10EI
- 12. • Self-understanding; Knowledge of feelings in the moment Self - Awareness • Handle one’s emotions Self – Regulation • Overcome negative emotional impulse & delay gratification to attain desired outcome or goal Self - Motivation • Understand & be sensitive to other’s feelingsEmpathy • Interact with ease with others & form networks Social Skills 9/29/2013 12EI
- 13. Social Awareness Self-management Understanding and sensitivity to the feelings, thoughts, and situation of others Controlling or redirecting our internal states, impulses, and resources Self-awareness Understanding your own emotions, strengths, weaknesses, val ues, and motives Relationship Management Managing other people’s emotions Lowest Highest
- 14. Self Awareness - Assignment: • Recall the strongest emotions you experienced recently. Beside each emotion, write down your accompanying bodily sensations and thoughts. • In a final column, write down how you became aware of that feeling. That is, did you recognize the emotion as it occurred, become aware of it through bodily sensations, or become aware of it through thoughts? 9/29/2013 14EI
- 15. Personal Competence (SELF) Social Competence (OTHER) Recognition Self Awareness Social Awareness Emotional Self Awareness Accurate Self Assessment Self Confidence Empathy Service Orientation Organisational Awareness Regulation Self Management Relationship Management Self Control Trustworthiness Conscientiousness Adaptability Achievement Drive Initiative Developing others Influence Communication Conflict Management Leadership Building bonds9/29/2013 15EI
- 16. SELF AWARENESS EMOTIONALAWARENESS: Recognizing one’s emotions and their effects. ACCURATE SELF-ASSESSMENT: Knowing one’s strengths and limits. SELF-CONFIDENCE: Sureness about one’s self-worth and capabilities. 9/29/2013 16EI
- 17. SELF MANAGEMENT SELF-CONTROL: Managing disruptive emotions and impulses. TRUSTWORTHINESS: Maintaining standards of honesty and integrity CONSCIENTIOUSNESS: Taking responsibility for personal performance. ADAPTABILITY: Flexibility in handling change. INNOVATIVENESS: Being comfortable with and open to novel ideas and new information. 9/29/2013 17EI
- 18. SELF MOTIVATION ACHIEVEMENT DRIVE: Striving to improve or meet a standard of excellence. COMMITMENT: Aligning with the goals of the group or organization. INITIATIVE: Readiness to act on opportunities. OPTIMISM: Persistence in pursuing goals despite obstacles and setbacks. 9/29/2013 18EI
- 19. SOCIAL AWARENESS EMPATHY: Sensing others’ feelings and perspective, and taking an active interest in their concerns. SERVICE ORIENTATION: Anticipating, recognizing, and meeting customers’ needs. 9/29/2013 19EI
- 20. SOCIAL SKILLS INFLUENCE: Wielding effective tactics for persuasion. COMMUNICATION: Sending clear and convincing messages. LEADERSHIP: Inspiring and guiding groups and people. CHANGE CATALYST: Initiating or managing change. CONFLICT MANAGEMENT: Negotiating and resolving disagreements. BUILDING BONDS: Nurturing instrumental relationships. COLLABORATION AND COOPERATION: Working with others toward shared goals. TEAM CAPABILITIES: Creating group synergy in pursuing collective goals. 9/29/2013 20EI
- 21. 9/29/2013EI 21 EMOTIONAL COMPETENCY EMOTIONAL MATURITY EMOTIONAL SENSITIVITY
- 22. 9/29/2013EI 22 Tackling Emotional Upsets High Self-esteem Handling Egoism Handling Inferiority Complex
- 23. 9/29/2013EI 23 Self-Awareness Developing Others Adaptability and Flexibility
- 24. 9/29/2013EI 24 Understanding Threshold of Emotional Arousal Empathy Improving Inter-personal Relations Communicability of Emotions
- 25. Supporters say… Critics speak….. Intuitive Appeal EI predicts criteria that matter EI is biologically based EI is a vague concept EI cannot be measured Validity of EI is suspect 9/29/2013EI 25
- 26. Fed Ex – Leadership Development Daimler-Benz – Project Manager General Electric – Leadership Bench Eli Lilly – Sales Force US Navy & Marine Corps – Train-the-Trainer for Change Management Harvard Business School study 9/29/2013EI 26
- 27. At L’Oreal, sales agents selected on the basis of certain emotional competencies significantly outsold salespeople selected using the company’s old selection procedure. On an annual basis, salespeople selected on the basis of emotional competence sold $91,370 more than other salespeople did, for a net revenue increase of $2,558,360. Salespeople selected on the basis of emotional competence also had 63% less turnover during the first year than those selected in the typical way (Spencer & Spencer, 1993; Spencer, McClelland, & Kelner, 1997). 9/29/2013EI 27
- 28. In a national insurance company, insurance sales agents who were weak in emotional competencies such as self-confidence, initiative, and empathy sold policies with an average premium of $54,000. Those who were very strong in at least 5 of 8 key emotional competencies sold policies worth $114,000 (Hay/McBer Research and Innovation Group, 1997). 9/29/2013EI 28
- 29. Another emotional competence, the ability to handle stress, was linked to success as a store manager in a retail chain. The most successful store managers were those best able to handle stress. Success was based on net profits, sales per square foot, sales per employee, and per dollar inventory investment (Lusch & Serpkeuci, 1990). 9/29/2013EI 29
- 30. Optimism is another emotional competence that leads to increased productivity. New salesmen at Met Life who scored high on a test of "learned optimism" sold 37 percent more life insurance in their first two years than pessimists (Seligman, 1990) 9/29/2013EI 30
- 31. Global study by J&J Consumer & Personal Care Group on 358 managers Rated by Supervisors, Peers & Subordinates High performance managers rated higher on Self-Confidence, Achievement Orientation, Initiative, Leadership, Influence and Change Catalyst Gender Differences Females Supervisors - Adaptability and Service Orientation Peers - Emotional Self- Awareness, Conscientiousness, Developing Others, Service Orientation, and Communication Males Change Catalyst 9/29/2013EI 31
- 32. Financial advisors at American Express whose managers completed the Emotional Competence training program were compared to an equal number whose managers had not. During the year following training, the advisors of trained managers grew their businesses by 18.1% compared to 16.2% for those whose managers were untrained. 9/29/2013EI 32
Editor's Notes
- #8: Binets’ IQ Scale measured only mathematical / logical & verbal/linguistic dimensions of intelligence.Howard Gardner (1983) “Frames of Mind: The Theory of Multiple Intelligences”
- #12: Self-Awareness – Recognise & understand their moods, emotions & needs. Perceive & anticipate how their actions affect others. Comfortable talking about & admitting their limitations.; know when to ask for help. Self-Regulation – Ability to control & redirect emotional outbursts & other impulsive behavior. Ability to suspend judgment; think through the consequences of behavior rather than act on impulse.Self-Motivation – Stifling impulses, directing emotions towards personal goals & delaying gratification. Remain optimistic even when they do not achieve their goals.Empathy – Ability to understand & be sensitive to feelings, thoughts & situations of others. Social Skill – Ability to manage others; emotions. Ability to build network & rapport.
- #17: EMOTIONAL AWARENESSPeople with this competence:Know which emotions they are feeling and why Realize the links between their feelings and what they think, do, and say Recognize how their feelings affect their performance Have a guiding awareness of their values and goals ACCURATE SELF-ASSESSMENTPeople with this competence are:Aware of their strengths and weaknesses Reflective, learning from experience Open to candid feedback, new perspectives, continuous learning, and self-development Able to show a sense of humor and perspective about themselves SELF-CONFIDENCEPeople with this competence:Present themselves with self-assurance; have “presence”Can voice views that are unpopular and go out on a limb for what is right Are decisive, able to make sound decisions despite uncertainties and pressures
- #18: SELF-CONTROLPeople with this competence:Manage their impulsive feelings and distressing emotions well Stay composed, positive, and unflappable even in trying moments Think clearly and stay focused under pressure TRUSTWORTHINESSPeople with this competence:Act ethically and are above reproach Build trust through their reliability and authenticity Admit their own mistakes and confront unethical actions in others Take tough, principled stands even if they are unpopular CONSCIENTIOUSNESSPeople with this competence:Meet commitments and keep promises Hold themselves accountable for meeting their objectives Are organized and careful in their work ADAPTABILITYPeople with this competence:Smoothly handle multiple demands, shifting priorities, and rapid change Adapt their responses and tactics to fit fluid circumstances Are flexible in how they see events INNOVATIVENESSPeople with this competence:Seek out fresh ideas from a wide variety of sources Entertain original solutions to problems Generate new ideas Take fresh perspectives and risks in their thinking
- #19: ACHIEVEMENT DRIVE: People with this competence:Are results-oriented, with a high drive to meet their objectives and standards Set challenging goals and take calculated risks Pursue information to reduce uncertainty and find ways to do better Learn how to improve their performance COMMITMENT: People with this competence:Readily make personal or group sacrifices to meet a larger organizational goal Find a sense of purpose in the larger mission Use the group’s core values in making decisions and clarifying choices Actively seek out opportunities to fulfill the group’s mission INITIATIVE: People with this competence:Are ready to seize opportunities Pursue goals beyond what’s required or expected of them Cut through red tape and bend the rules when necessary to get the job done Mobilize others through unusual, enterprising efforts OPTIMISM: People with this competence:Persist in seeking goals despite obstacles and setbacks Operate from hope of success rather than fear of failure See setbacks as due to manageable circumstance rather than a personal flaw
- #20: EMPATHYSensing others’ feelings and perspective, and taking an active interest in their concerns. People with this competence:Are attentive to emotional cues and listen well Show sensitivity and understand others’ perspectives Help out based on understanding other people’s needs and feelings SERVICE ORIENTATIONAnticipating, 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 customer’s perspective, acting as a trusted advisor
- #21: INFLUENCEPeople with this competence:Are skilled at persuasion Fine-tune presentations to appeal to the listener Use complex strategies like indirect influence to build consensus and support Orchestrate dramatic events to effectively make a point COMMUNICATIONPeople with this competence:Are effective in give-and-take, registering emotional cues in attuning their message Deal with difficult issues straightforwardly Listen well, seek mutual understanding, and welcome sharing of information fully Foster open communication and stay receptive to bad news as well as good LEADERSHIPPeople 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 CHANGE CATALYSTPeople with this competence:Recognize the need for change and remove barriers Challenge the status quo to acknowledge the need for change Champion the change and enlist others in its pursuit Model the change expected of others CONFLICT MANAGEMENTPeople with this competence:Handle difficult people and tense situations with diplomacy and tact Spot potential conflict, bring disagreements into the open, and help deescalate Encourage debate and open discussion Orchestrate win-win solutions BUILDING BONDSPeople with this competence:Cultivate and maintain extensive informal networks Seek out relationships that are mutually beneficial Build rapport and keep others in the loop Make and maintain personal friendships among work associates COLLABORATION AND COOPERATIONPeople with this competence:Balance a focus on task with attention to relationships Collaborate, sharing plans, information, and resources Promote a friendly, cooperative climate Spot and nurture opportunities for collaboration TEAM CAPABILITIESPeople with this competence:Model team qualities like respect, helpfulness, and cooperation Draw all members into active and enthusiastic participation Build team identity, esprit de corps, and commitment Protect the group and its reputation; share credit
- #26: People who can detect emotions in others, control their own & handle social interactions do better in personal & professional life. For eg. Partners in a consulting firm who scored higher on EI measure delivered $i.2 million more than other partners. EI predicts job performance. There is a neurological component which says people with better EI make better decisions.But is EI really an intelligence? And can it really be measured? Can a test have right & wrong answers? Researchers have not subjected measures of EI to rigourous study, as has been done to personality & intelligence tests. EI is highly correlated with some personality factors, such as Emotional Stability.
- #32: A study was conducted on three hundred and fifty-eight Managers across the Johnson & Johnson Consumer & Personal Care Group (JJC&PC Group) globally to assess if there are specific leadership competencies that distinguish high performers from average performers.Results showed that the highest performing managers have significantly more "emotional competence" than other managers. There was strong inter-rater agreement among Supervisors, Peers, and Subordinates that the competencies of Self-Confidence, Achievement Orientation, Initiative, Leadership, Influence and Change Catalyst differentiate superior performers. The high potential managers received higher scores in the emotional competencies by Peers and Supervisors, but not by Subordinates. Some gender difference was found, with Supervisors rating Females higher in Adaptability and Service Orientation, while Peers rated Females higher on Emotional Self-Awareness, Conscientiousness, Developing Others, Service Orientation, and Communication. Direct reports scored Males higher in Change Catalyst.