Description
The report highlights emotional intelligence and dimensions of emotional intelligence.
Dr. M.C.Agarwal Dr M C Agarwal
A person with high emotional intelligence has a deep understanding of his emotions, strengths, weaknesses needs strengths weaknesses, needs, and drives. drives He finds ways to control and channelize his emotional impulses. He is not a prisoner of his feelings.
Daniel Goleman has identified five dimensions of emotional intelligence: i li lli Self- awareness Self-regulation Internal motivation I t l ti ti Empathy Social Skills
Self-awareness means having a deep understanding of one’s emotions, strengths, di f ’ i h weaknesses, needs, and drives. People with strong self-awareness are honest with themselves and others-they are neither overly critical nor unrealistically hopeful. People who have a high degree of selfself awareness recognize how their feelings affect them, other people, and their job performance. j
A self-awareness person is able to speak lf i bl k accurately and openly about his emotions and the impact they have on his work. For example, an executive confessed that he cannot be a part of a project because he wanted to lead the project, but was not selected. H said h j ki ih h He id he just did not f l right working with the feel i h current leader.
Self-awareness shows itself in the hiring process. During an interview, a self-aware person is frank in admitting to failure and tells his story with a smile. Self-awareness also shows itself during performance reviews.
A self-aware executive is comfortable lf f bl talking about his weaknesses and strengths, and welcome constructive criticism. In contrast, an executive with low selfawareness i interprets criticism as a threat or ii i h sign of failure. A self-aware person is also recognized by his self-confidence.
He knows his capabilities, and is less likely to set himself to fail. A self-aware executive does not accept an assignment that he knows he cannot do well. well He takes only calculated risks and plays to his strengths.
A self-regulated person finds ways to control and channel his emotional impulses. impulses He is not a prisoner of his feelings. p g For example, a sales manager watched his team give a lousy presentation to an important client A self-regulated team leader would choose his words carefully, acknowledging the team's poor performance without rushing to a hasty j g judgment.
He would then step back to consider the reasons for the team’s poor show-was there a lack of effort ? Did the team have enough time to prepare for the presentation?
The manager who is in control of his feelings h h l fh f l and impulses is able to create an environment of trust and fairness because he is perceived as reasonable. Self-regulation h a trickle-down effect. An S lf l i has i kl d ff A employee would not want to be known to be hotheaded when his boss is known for his calm manners.
Self regulation is also important for competitive Self-regulation reasons. The business environment is rife with ambiguity and change. A self-regulated manager is able to roll with such changes. He does not panic when there is ad dramatic change i hi company’s competitive ti h in his ’ titi environment. He suspends judgment, seeks out information, and listens to experts explain the change.
Similarly, a self-regulated employee does not Similarly self regulated start complaining when management announces a new change program. Self-regulation enhances integrity, which is not only a personal virtue but also an organizational strength. Many of the bad things that happen in companies are results of impulsive behavior-managers rarely plan to exaggerate profits pad expense accounts or abuse profits, accounts, power for selfish ends.
An effective leader is driven to achieve beyond his own and everyone else s expectations. else’s expectations He is motivated by a deeply embedded desire to achieve for the sake of achievement. An internally-motivated employee shows passion for the work itself. He seeks out creative challenges, loves to learn and takes great pride in a job well done. He displays tremendous energy to do things better and often seems restless with the status quo.
An internally-motivated employee is forever raising the performance bar, and he keeps score. i i h f b dh k During performance review, he is likely to ask for stretched goals. goals He keeps score by tracking hard measures such as profitability and market share, and he remains optimistic even when the score is against him. His internal motivation combines with his ability to self regulate to overcome the frustration and self-regulate depression that come after a setback.
An internally- motivated employee is committed to the company he works for because when a person loves his job for the work itself he feels committed to the itself, company that makes that work possible.
Empathy means thoughtfully considering employees’ feelings in the process of decision l ’ f li i th fd i i making. It does not mean adopting p y y g please employees’ emotions and trying to p them. A team leader must b able t sense and t l d t be bl to d understand the viewpoints of all the team members. For e.g. a team was overloaded by g y work and missing deadlines, and tension ran high among members.
The team leader listened to every team members in a series of one-on-one sessionsb i i f i what was frustrating him? How did he rate his colleagues? Had he been ignored? The leader then directed the team in a way that brought the team members t t b together. th People who have empathy are attuned to subtleties in body language, and they can hear the message beneath the words being spoken.
They also have a deep understanding of the existence and importance of cultural and ethnic differences. For e.g. a team of American consultants made a presentations to a Japanese client. The team took the client’s silence for disapproval, and started to leave. leave The lead consultant persuaded the team to continue talking to the client and its client, proposal was accepted.
Social skill is friendliness with a purpose. A manager with high social skills is able to move people to the direction he desiresgathering consensus on a new marketing strategy or sparking enthusiasm about a new p product. He easily builds rapport with people.
A Socially-skilled employee is adept at managing teams-a manifestation of his skills in empathy, if i f hi kill i h and he is an expert persuader- a manifestation of self awareness, self regulation, and empathy self-awareness, self-regulation, combined. As a persuader, he knows when to make an emotional appeal, and when an appeal to reason will work better better. He is an excellent collaborator and his passion for work is infectious- and people around him infectious are driven to find solutions-a manifestation of his internal motivation.
Socially skilled employees may at times appear not to be working while at work. They tt b ki hil t k Th may be seen chatting with colleagues or j joking around with people who are not even g p p connected to their jobs. They build bonds because they know that they may need help someday from people they are befriending today. Social skill is a key leadership capability y p p y because leaders need to manage relationships effectively.
A leader has to get work done through other people and social skill makes that possible.
THANK YOU
doc_225250615.pdf
The report highlights emotional intelligence and dimensions of emotional intelligence.
Dr. M.C.Agarwal Dr M C Agarwal
A person with high emotional intelligence has a deep understanding of his emotions, strengths, weaknesses needs strengths weaknesses, needs, and drives. drives He finds ways to control and channelize his emotional impulses. He is not a prisoner of his feelings.
Daniel Goleman has identified five dimensions of emotional intelligence: i li lli Self- awareness Self-regulation Internal motivation I t l ti ti Empathy Social Skills
Self-awareness means having a deep understanding of one’s emotions, strengths, di f ’ i h weaknesses, needs, and drives. People with strong self-awareness are honest with themselves and others-they are neither overly critical nor unrealistically hopeful. People who have a high degree of selfself awareness recognize how their feelings affect them, other people, and their job performance. j
A self-awareness person is able to speak lf i bl k accurately and openly about his emotions and the impact they have on his work. For example, an executive confessed that he cannot be a part of a project because he wanted to lead the project, but was not selected. H said h j ki ih h He id he just did not f l right working with the feel i h current leader.
Self-awareness shows itself in the hiring process. During an interview, a self-aware person is frank in admitting to failure and tells his story with a smile. Self-awareness also shows itself during performance reviews.
A self-aware executive is comfortable lf f bl talking about his weaknesses and strengths, and welcome constructive criticism. In contrast, an executive with low selfawareness i interprets criticism as a threat or ii i h sign of failure. A self-aware person is also recognized by his self-confidence.
He knows his capabilities, and is less likely to set himself to fail. A self-aware executive does not accept an assignment that he knows he cannot do well. well He takes only calculated risks and plays to his strengths.
A self-regulated person finds ways to control and channel his emotional impulses. impulses He is not a prisoner of his feelings. p g For example, a sales manager watched his team give a lousy presentation to an important client A self-regulated team leader would choose his words carefully, acknowledging the team's poor performance without rushing to a hasty j g judgment.
He would then step back to consider the reasons for the team’s poor show-was there a lack of effort ? Did the team have enough time to prepare for the presentation?
The manager who is in control of his feelings h h l fh f l and impulses is able to create an environment of trust and fairness because he is perceived as reasonable. Self-regulation h a trickle-down effect. An S lf l i has i kl d ff A employee would not want to be known to be hotheaded when his boss is known for his calm manners.
Self regulation is also important for competitive Self-regulation reasons. The business environment is rife with ambiguity and change. A self-regulated manager is able to roll with such changes. He does not panic when there is ad dramatic change i hi company’s competitive ti h in his ’ titi environment. He suspends judgment, seeks out information, and listens to experts explain the change.
Similarly, a self-regulated employee does not Similarly self regulated start complaining when management announces a new change program. Self-regulation enhances integrity, which is not only a personal virtue but also an organizational strength. Many of the bad things that happen in companies are results of impulsive behavior-managers rarely plan to exaggerate profits pad expense accounts or abuse profits, accounts, power for selfish ends.
An effective leader is driven to achieve beyond his own and everyone else s expectations. else’s expectations He is motivated by a deeply embedded desire to achieve for the sake of achievement. An internally-motivated employee shows passion for the work itself. He seeks out creative challenges, loves to learn and takes great pride in a job well done. He displays tremendous energy to do things better and often seems restless with the status quo.
An internally-motivated employee is forever raising the performance bar, and he keeps score. i i h f b dh k During performance review, he is likely to ask for stretched goals. goals He keeps score by tracking hard measures such as profitability and market share, and he remains optimistic even when the score is against him. His internal motivation combines with his ability to self regulate to overcome the frustration and self-regulate depression that come after a setback.
An internally- motivated employee is committed to the company he works for because when a person loves his job for the work itself he feels committed to the itself, company that makes that work possible.
Empathy means thoughtfully considering employees’ feelings in the process of decision l ’ f li i th fd i i making. It does not mean adopting p y y g please employees’ emotions and trying to p them. A team leader must b able t sense and t l d t be bl to d understand the viewpoints of all the team members. For e.g. a team was overloaded by g y work and missing deadlines, and tension ran high among members.
The team leader listened to every team members in a series of one-on-one sessionsb i i f i what was frustrating him? How did he rate his colleagues? Had he been ignored? The leader then directed the team in a way that brought the team members t t b together. th People who have empathy are attuned to subtleties in body language, and they can hear the message beneath the words being spoken.
They also have a deep understanding of the existence and importance of cultural and ethnic differences. For e.g. a team of American consultants made a presentations to a Japanese client. The team took the client’s silence for disapproval, and started to leave. leave The lead consultant persuaded the team to continue talking to the client and its client, proposal was accepted.
Social skill is friendliness with a purpose. A manager with high social skills is able to move people to the direction he desiresgathering consensus on a new marketing strategy or sparking enthusiasm about a new p product. He easily builds rapport with people.
A Socially-skilled employee is adept at managing teams-a manifestation of his skills in empathy, if i f hi kill i h and he is an expert persuader- a manifestation of self awareness, self regulation, and empathy self-awareness, self-regulation, combined. As a persuader, he knows when to make an emotional appeal, and when an appeal to reason will work better better. He is an excellent collaborator and his passion for work is infectious- and people around him infectious are driven to find solutions-a manifestation of his internal motivation.
Socially skilled employees may at times appear not to be working while at work. They tt b ki hil t k Th may be seen chatting with colleagues or j joking around with people who are not even g p p connected to their jobs. They build bonds because they know that they may need help someday from people they are befriending today. Social skill is a key leadership capability y p p y because leaders need to manage relationships effectively.
A leader has to get work done through other people and social skill makes that possible.
THANK YOU
doc_225250615.pdf