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Emotional intelligence


Emotional intelligence BOH4M: Leadership Key Theorists Peter Salovey and John D. Mayer defined the concept Daniel Goleman applied it to leadership performance, and ... – PowerPoint PPT presentation

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Title: Emotional intelligence

Emotional intelligence
  • BOH4M Leadership

Key Theorists
  • Peter Salovey and John D. Mayer
  • defined the concept
  • Daniel Goleman
  • applied it to leadership performance, and
    outlined it in more detail
  • Its worth noting that this theory is fairly
    recent the term emotional intelligence first
    appeared in the mid 1980s, and Salovey, Mayer,
    and Golemans work didnt emerge until the 1990s.

What is it?
  • Emotional intelligence (EI) is the ability of
    people to manage themselves and their
    relationships effectively
  • A leaders EI significantly influences his or her
    effectiveness, especially in senior management

5 Components
  • Self-awareness
  • the ability to understand ones own moods and
    emotions, and understand their impact ones work
    and on others.
  • Self-regulation
  • the ability to think before acting, and to
    control impulses.
  • Motivation
  • the ability to work hard with persistence.
  • Empathy
  • the ability to understand the emotions of others.
  • Social skill
  • the ability to build good relationships.

Quiz Emotional Intelligence
  • For each of the following scenarios, indicate
    your response (multiple choice)

Question 1
  • Youre in a meeting in which executives are
    discussing the companys ERP implementation when
    the VP of supply chain takes credit for work you
    did. What do you do?

Question 1
  1. Confront the VP right then and there. After all,
    youre no pushover, and its not fair that he get
    the credit you deserve.
  2. After the meeting, take the VP aside and tell him
    that you would appreciate it if in the future he
    would credit you when speaking about the work.
  3. You dont do anything. You hate conflict, and you
    know nothing would be gained either by making a
    scene or by confronting the VP.
  4. After the VP speaks, thank him for the work he
    did and give the group more specific details
    about what you were trying to accomplish and the
    challenges you overcame.

Question 2
  • The VP of marketing has just called to complain
    about the CRM system your IT staff is delivering.
    He is angry and rude. Whats your response?

Question 2
  1. Tell him to take a long walk off a short pier.
    You dont have to put up with ill-informed
  2. Listen, repeat back to him what you hear he is
    feeling, and tell him you sympathize.
  3. Explain how hes being unfair. Help him
    understand that the system your department is
    working so hard on eventually will help him and
    his department.
  4. Tell him you understand how frustrated his is,
    and offer a specific measure you can take to
    please him.

Question 3
  • A colleague enters your office upset over an
    incendiary e-mail he received from a client. How
    do you go about calming him down?

Question 3
  1. Change the subject. Tell him a joke or a
    story?anything to get his mind off of it.
  2. Suggest that he might be overreacting.
  3. Take him out for a cup of coffee and tell him
    about the time something like this happened to
    you and how angry you felt, until you realized
    that the clients anger was in fact justified.
  4. Tell him you understand. You know that the client
    is a real jerk.

Question 4
  • A discussion with a colleague has escalated into
    a full-blown argument, and you both start trading
    personal insults that you certainly dont mean.
    What do you do?

Question 4
  1. Suggest taking a 20 minute break before
  2. Walk away.
  3. Apologize, and ask that your colleague apologize
  4. Pause, collect your thoughts, then restate your
    case as unemotionally as you can.

Question 5
  • You are asked to manage a team of developers that
    is building a new portal. The team has discovered
    a software bug but cant come up with a solution.
    What do you do?

Question 5
  1. Draw up an agenda, and call a meeting during
    which you discuss the problem and possible
  2. Organize an offsite to help the team get to know
    each other better.
  3. Begin by asking each person for ideas about how
    to solve the problem.
  4. Organize an informal brainstorming session over
    lunch. Encourage people to share whatever
    solution comes to mind, no matter how wild.

Question 6
  • One of your programmers has been promoted to a
    managerial position. You notice that she appears
    unable to make the simplest decisions without
    seeking your advice. What do you do?

Question 6
  1. Have an HR representative talk with her about
    where she sees her future in the organization.
    Maybe this position isnt right for her.
  2. Accept the fact that she does not have what it
    takes and find others to assume her
    responsibilities until you can find a
  3. Give her lots of difficult, complex decisions to
    make so that she will become more confident in
    her role.
  4. Engineer an ongoing series of manageable
    experiences for her, and make yourself available
    to act as her mentor.

Question 7
  • One of your direct reports approaches you with a
    personal problem His elderly parent needs care
    and possibly placement in a nursing home. What do
    you do?

Question 7
  1. Tell him that youre sorry and that he can come
    to you for advice or to commiserate anytime.
  2. Acknowledge that family problems often take a
    toll, and ask him to be open with you if hes
    having trouble completing his work so that you
    can find a way to lighten his load during this
    difficult time.
  3. Suggest that work affords an excellent
    opportunity for him to take a mental break from
    his problems.
  4. Tell him that the definition of a professional is
    someone who doesnt allow his personal problems
    to affect his work.

Answer Key
  1. A. 0 points B. 5 points C. 0 points D. 10 points
  2. A. 0 points B. 5 points C. 0 points D. 10 points
  3. A. 5 points B. 0 points C. 10 points D. 0 points
  4. A. 10 points B. 0 points C. 0 points D. 0 points
  5. A. 1 point B. 10 points C. 5 points D. 5 points
  6. A. 5 points B. 0 points C. 0 points D. 10 points
  7. A. 1 point B. 10 points C. 0 points D. 0 points

Fiedlers Contingency Model
  • Effective leadership depends on
  • The traits of the leader
  • The situation faced by the leader

Fiedlers Contingency Model
  • Leadership Traits
  • High score relationship oriented
  • Low score task oriented

Fiedlers Contingency Model
  • Situational factors
  • Leader-member relations - The degree to which the
    leaders is trusted and liked by the group
    members, and the willingness of the group members
    to follow the leaders guidance
  • Task structure - The degree to which the groups
    task has been described as structured or
    unstructured, has been clearly defined and the
    extent to which it can be carried out by detailed
  • Position power - The power of the leader by
    virtue of the organizational position and the
    degree to which the leader can exercise authority
    on group members in order to comply with and
    accept his direction and leadership

Fiedlers Contingency Model
  • Conclusions
  • - in favourable situations (positive relations,
    structure tasks, strong position power) and in
    unfavourable situations, task oriented leaders
    are best
  • - In intermediate situations, relationship
    oriented leaders are best

Vroom-Jago Leader-Participation Model
Who has the information/expertise?
Acceptance critical for implementation?
Time pressure for decision making?
Authority decision Consultative decision
Group decision
Charismatic Leadership
  • These leaders tend to generate almost
    instantaneous trust amongst their followers
  • They earn their leadership not because they hold
    an important position in a company or government
    but because of their ability to attract followers
  • Examples Ghandi, Martin Luther King, Adolf Hitler

Business and Charisma
  • A charismatic leader is an excellent choice for a
    business that is forced to dramatically change
    its vision.
  • A charismatic leader is able to inspire and
    motivate its employees to readily accept this
  • A major problem with charismatic leaders is
    finding a successor to carry on the same vision
    with as much fervor and desire.

Transformational Leadership
  • Inspiring others in order to achieve change
  • Steps
  • Developing the vision
  • Selling the vision
  • Finding the way forwards
  • Leading the charge
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