fasset values andre final 3 oct 07 (1)

8/14/2019 Fasset Values Andre Final 3 Oct 07 (1)

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September 2007September 2007

Emotional Intelligence in the

Workplace

Emotional Intelligence in the

Workplace

Andre OCallaghanAndre OCallaghan


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Group Discussion

Influential people

Introduction to EQ


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Introduction to EQ

EQ Traits

Versus

IQ Traits


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Introduction to EQ

What is EQ?

Charles Darwin - The importance of emotional

expression in the survival of the human species In the 1920s Thorndike referred to our social

intelligence

1975 emergence of multiple intelligences(Gardner)


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Gardners multiple intelligences

Verbal

Non-verbal Artistic

Musical

Psycho-motor (Technical)

Personal Effectiveness

Interpersonal Effectiveness

Introduction to EQ

IQ

EQ


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EQ - Popularised in 1995 by DanielGoleman

Introduction to EQ


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Key Components of EQ

EQ

Me: My emotions

How I control my emotions

Others: How I recognise others

emotions How I help others to react and

apply their emotionsappropriately


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Emotion = e + motion

e = spirit

motion = movere

Thus emotion is the spirit that moves us

Definition of EQ


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We overvalued IQ (cognitive intelligence) forthe last century

Problem: IQ is essentially a measure of a

persons informational database Research shown that IQ only contributes (on

average) 6% towards success in later life

EQ contributes between 27% - 45% to

success in later life IQ Constant and fixed EQ rises steadily

with age

IQ vs EQ


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Understanding EQ

What makes people successful?

Job-

Related

Functional

Adaptive/enabling


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I have known a great many troubles, but most ofthem never happened - Mark Twain

2% of people make things happen

14% of people assist, observe or criticise the 2%

84% of people dont know what is going on

EQ & Change An

Organisational Perspective


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Understanding Change Typical Reactions

EQ & Change in Organisations

Resistance

Anger

Anxiety

Exploration

Interest

Trying out

Acceptance/

Commitment

Satisfaction

Vision

Unaware

No

knowledge of

changeDenial

Apathy

Numb


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CHANGE

LOSS

FEAR

U

N

K

N

O

W

N

RESISTANCE!


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LOSS

Jobs

Status

Security Comfort zones

Title

Office

Others?

FEAR

The unknown

New skills

New structure Coping ability

Too muchwork

Others?

THE UNKOWN

Uncertainty

Rumours

Competenciesand skills

Comfort zones

New order

Others?

Emotions such as: anger, fear, stress, resentment, unhappy, sad,agitation, anxiety, judgmental, distrust, etc.


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Jordan (2004) argues that:

Successful people during change read and

manage their emotions

They are able to read others emotions and takeactions to manage those emotions prior toattitudes being affected.

Emotions during change A GIVEN!



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Emotional Intelligence improvement programs maybe a means by which managers can provideemployees with additional skills to cope withorganisational change.



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In a study by Bedell, Salovey, Detweiler andMayer (1999) it was found that individualswho scored higher in the ability to perceive

accurately, understand and appraise theirown and others emotions, were better able torespond flexibly to changes in their social andworking environments and build supportive

social networks.



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A leader is a dealer inhope (anon)

EQ & Leadership


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Effective Leadership (Townsend & Gebhart,1997):

Self awareness

Influencing others

Accomplish tasks (self or through others)

Goleman (2002) in any human group theleader has maximal power to sway emotion.

EQ & Leadership


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75% of the reasons careers get derailed are EQ-related (in leaders)

Unsatisfactory team leadership during challenging

times

Inability of people and managers to handleinterpersonal issues

Inability to adapt to change

Inability of managers to elicit trust

EQ & Leadership


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The primary causes of derailment in executives involvedeficits in emotional competence. The three primary ones are

difficulty in handling change

not being able to work well in a team

poor interpersonal relations

EQ & Leadership


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Emotions

Moods

Temperament

EQ & Leadership


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1% improvement in climate = 2% improvement inrevenue and business performance (Goleman,2002).

Good moods make us see things and others morepositively, make us more optimistic and enhancedecision making and goal achievement.

The single most important factor influencing mood,

emotions and the limbic aspects of an organisationis the emotional effectiveness of the leaders (primalleadership).

EQ & Leadership


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Emotional Leadership is crucial for effective teamfunctioning

Emotional Leadership means to: Identify emotions

Use emotions Understand emotions Manage emotions

EQ & Leadership


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EQ & Leadership

Group Discussion

List typical complaints, gripes andissues you hear daily at work regardingthe leadership of the organisation.


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Experienced partners in a multinational consulting firmwere assessed on key EQ competencies. Partnerswho scored above the median on 9 or more of the 20

competencies delivered $1.2 million more profit fromtheir accounts than did other partners a 139 percentincremental gain (Boyatzis, 1999).

Performance & EQ Research


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An analysis of more than 300 top-level executivesfrom fifteen global companies showed that sixemotional competencies distinguished stars from the

average: Influence, Team Leadership, OrganizationalAwareness, self-confidence, Achievement Drive, andLeadership (Spencer, L. M., Jr., 1997).

Performance & EQ Research


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Impact of emotional competence -- accurateself-assessment in managerial performance

Impact of stress (an EQ competence) onperformance in retail

Findings of the impact of EQ in insurance sales

Performance & EQ


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EQ and performance at LOreal

Source: Cary Cherniss (A Business Case forEmotional Intelligence (1999) Graduate Schoolof Applied and Professional PsychologyRutgers University

Performance & EQ


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According to Cherniss (2001) EmotionalIntelligence needs to be developed intoEmotional Competence i.e.

To be able recognize accurately whatanother person is feeling should become acompetency such as Influence

To be able to regulate emotions shouldbecome a competency such as Initiative orAchievement.

Performance & EQ


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Ultimately it is these social and emotionalcompetencies that we need to identify andmeasure if we want to be able to predictperformance.

Performance & EQ


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Personal CompetenceSelf Awareness

Self RegulationSelf Motivation

Emotional Competence Framework

Social Competence

Social AwarenessSocial Skills


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Benefits of Creating an EmotionallyIntelligent Workforce

Group Discussion


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Clear Vision and Direction

Clarified and accepted values (shared)

Motivated workforce Mature conflict handling

Identified and addressed unspeakables


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Open communication

General optimism and positive climate

Supportive culture Credible and real leadership

Work-life balance

Loyalty to the brand


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A Blueprint for Developing Emotional Intelligence in Organisations

Building EQ in the Organisation


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Case Studies Developing EQ

Case 1

Developing team Intelligence in a mining

environment Case 2

Change effectiveness (developing EQ as a basisfor change)


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Questions and

Answers

fasset values andre final 3 oct 07 (1)

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