emotional intelligence: the basics

8/12/2019 Emotional Intelligence: the basics

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Emotional IntelligenceWhat is Emotional IntelligenceEmotional Intelligencethe ability to manage ourselves and our relationships effectively

- Is something that is especially important to consider as APS. As change agents, buildingrelationships with our partners and different stakeholders to achieve the change we want to see

is the goal of it all

- There have been many models that have been proposed as to the definition ofEmotionalIntelligence

- One that I have chosen to focus, Goleman model, on was one that was used in a recent HarvardBusiness Review article.

Goleman model

Self-Awareness Self-Management Social Awareness Social Skill

Emotional self-

awareness: ability to

read and understand

your own emotions and

how it impacts our work

performance,

relationships, etc..

Self-control: ability to

keep disruptive

emotions and impulses

under control

Empathy: skills at

sensing other peoples

emotions,

understanding their

perspective, and taking

an active interest in

their concerns

Visionary leadership:

ability to take charge

and inspire with a

compelling vision

Accurate Self-

Assessment:realisticevaluation of own

strengths and

limitations

Trustworthiness:

consistent display ofhonesty and integrity

Organizational

awareness: ability toread the currents of

organizational life. Build

decision networks, and

navigate politics

Influence: ability to

wield a range ofpersuasive tactics

Self-confidence: strong

and positive sense of

self-worth

Conscientiousness:

ability to manage

yourself and your

responsibilities

Service orientation: the

ability to recognize

customers needs

Developing others: the

propensity to bolster

the abilities of others

through feedback and

guidance

Adaptability: adjusting

to changing situations

and overcoming

obstacles

Communication: skill at

listening and sending

clear, convincing, and

well-tuned messages

Achievement

orientation:drive to

meet an internal

standard of excellence

Change catalyst:

proficiency in initiating

new ideas and leading

people in a new

direction


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Initiative: a readiness to

seize opportunities

Conflict management:

ability o de-escalate

disagreements and

orchestrate resolutions

Building bonds:

proficiency at

cultivating and

maintaining a web of

relationships

Teamwork and

collaboration:

competence at

promoting cooperation

and building teams

6 key factors that influence an organizations working environment

Climate.Each leadership style has an effect on the climate of an organization.

o Flexibilityhow free employees feel to innovate, unencumbered by red-tapeo Responsibilitysense of responsibility to orgo Standardslevel of standards that people seto Rewardsperformance feedback and aptness of rewardso Clarityclarity people have about mission and valueso Commitmentto a common purpose.

Coercive Authoritative

Affiliative Democratic Pacesetting Coaching

Description Demands

immediat

e

compliace

Mobilizes

toward a

vision

Creates

harmony and

builds

emotional

bonds

Forges

consensus

through

participation

Sets high

standards for

performance

Develops

people for

the future

Phrase do what I

tell you

Come with

me

People

come first

What do

you think

Do as I do,

now

Try this

Emotional

Intelligence

competencies

Drive to

achieve,

initiative,self

control

Self-

confidence,

empathy,change

catalyst

Empathy,

building

relationships,communicati

on

Collaboration

, team

leadership,communicati

on

Conscientiousne

ss, drive to

achieve,initiative

Developing

others,

empathy,self-

awareness

When style

works best

In a crisis,

to kick

start a

turnaroun

d, or with

When

changes

require a

new vision,

or when a

To heal rifts

in a team or

to motivate

people

during

To build buy-

in or

consensus, or

to get input

from

To get quick

result from a

highly

motivated

competent

To help an

employee

improve

performan

ce or


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problem

employee

s

clear

direction is

needed

stressful

circumstance

s

valuable

employees

team develop

long-term

strategies

Correlation

between

leadership

style and

climate

-0.26 +0.54 +0.46 +0.43 -0.25 +0.42

Self- awareness Self-management Social-awareness Social management

motional

f-

wareness

Authoritative

Coaching

Self-control coercive Empathy Authoritative

Affiliative

Coaching

Visionary leadership Authorita

lf-

sessment

Trustworthiness Organizational

awareness

Influence

lf-

nfidence

Pacesetting Conscientiousness Pacesetting Self-orientation Developing others Coaching

Adaptability Communications AffiliativeDemocrat

Achievement

orientation

Coercive

Pacesetting

Change catalyst Authorita

Initiative Coercive

Pacesetting

Conflict management

Building

bonds/relationships

Affiliative

Teamwork and

collaboration

Democrat


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Coercive style

Do what I tell you

Demanding immediate compliance

Effect on organizational climate- Flexibilityhit hard, negatively effected as employees are afraid of reprimand. Extreme top-

down decisions. People feel disrespected and wont bring ideas up

- Responsibility & commitmentunable to act on their own initiative, lack of ownership and feellittle accountability. Im not going to help this bastard

- Rewardshigh performing workers are motivated by more moneysatisfaction for a job welldonecoercive style takes away such pride

Where it works

- To kick start a turnaround / hostile takeover- Dealing with a problem employee- Can break failed business habitsshock people into new ways of working- After an emergency: e.g. earthquake- Use with extreme cautionlong term use can lead to decreased morale

Competencies for coercive style

(notice how they are ALL self-management competencieswithout regard for others)

- Drive to achieve- Initiative- Self-control


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Authoritative style

Come with meMobilizes toward a vision

- VISIONARY leader- Vibrant enthusiasm and clear vision- Ensuring mission statement is built into companys strategic planning driver for growth

Effect on organizational climate

- Most effectivedrives up every aspect of the climateo Clarity - leader is a visionarymotivates people by making to clear to them how their

work fits into a larger picture

o Standardsby framing individual tasks around the vion sets clear standards thatrevolve around the vion

o Commitmentmaximizes commitment to organizations overall goal and strategyo Rewardsperformance feedback as to whether or not performance furthers the visiono Flexibility - provides staff with freedom to innovate, experiment, and calculate risks

When it works well

o Works well in most business situationso Especially when business is adrift

Charts a new coursesells people on a fresh long-term visiono Good for the long run

When it wont work

o when working with a team of experts who are more experiencedo may come off as pompous or out-of-toucho if become overbearingnegatively effect the flexibility

Emotional Intelligence competencies

- (self and socially aware, and social management)o Self-confidence,o empathy ,o change catalyst


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Affiliative style

People come firstCreates harmony and emotional bonds

- revolves around - people people peopleo value individuals and emotions more than tasks and goals

- manages by building emotional bondsbuilds loyalty- positive effect on communication

Effect on organizational climate

- Flexibility - friends trust one anotherallows for innovation and risk takingflexibility risesbecause affliative leaders dont impose unnecessary structures on how employees get their

work done

- Rewardsoffer lots of positive feedbackoutside annual review, most people in an officeenvironment get no feedback on day-to-day efforts, or only negative feedback.

- Responsibility and commitmenthelps build a sense of belonging (e.g. takes employees outfor a drink, brings in a cake)natural relationship builders

When it works

- When trying to build harmony, increase morale, improve communication, repair broken trustWhen it doesnt work

- Cannot be used alone - exclusive focus on praise can allow poor performance to go uncorrectedis mediocrity tolerated

- Rarely offer constructive advice on how to improvemust figure out how to do it on their owno Not good when people need a clear directive to navigate through complex challenges

leaves people rudderless

o May use this in conjunction with authoritative style State a vision, set standards, lets people know how work is furthering groups

goalsalternate with caring nurturing approach of afflicative leadergood

combination

Emotional intelligence competencies

(all related to others and not self)

o Empathyo

Building relationshipso communication


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Democratic style

What do you think?Forges consensus through participation

Benefits- by spending time getting peoples ideas and buy-in - builds trust, respect and commitment- Flexibilityby letting workers themselves have a say in decisions- By listeninglearns what is needed to keep morale high- People operating in a democratic environment tend to be realistic about what can or cannot be

accomplishedby having a say in setting goals and standards for evaluating success

Drawbacks

- Positive Impact on climate is not as high as others- Endless meetingsmulling over ideas- consensus remains elusiveonly result is to schedule

more meetingshung jury

- May put off making curcula decisionshoping things will eventually yield a consensus- People end up feeling confused and leaderlesscan escalate conflicts

When it works best

- When leader is uncertain about best direction to takeneeds guidance from employees- Even if a leader has a strong visioncan generate fresh ideas for executing vision

When it doesnt work

- When employees are not competent or informed to provide sound advice- During a time of crisis

Emotional intelligence competencies

(only management competencies not awareness competencies)

- Collaboration,- team leadership,- communication


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Pacesetting style

Do as I do, nowSets high standards for performance

- Leader sets extremely high performance standards and exemplifies it himselfo Obsessive about doing things better and fasterasks same of everyone around himo Quickly pin-points poor performers and demands moreif not perform to standards, he

replaces them

o It doesnt improve resultsEffect on organizational climate

- Morale dropsemployees feel overwhelmed by pacesetters demands- Clarity- Doesnt state guidelines clerlyonly in leaders head expects people to know what to

doif I have to tell you, youre the wrong person for the job second guessing what leader

wants

- Flexibility decreases - Lack of trustpeople often feel that leader doesnt trust them to worktheir own way

o Work becomes task focused- Rewardsgives no feedback on how people are doingor jumps in to take over when things

are lagging

- Responsibility -If leader leavespeople feel directionlessso used to being expert- Commitmentpeople have no sense of how their personal efforts fit into the big picture

When it works

- When are employees are self-motivated, highly-competent and need little directoiono

When leaders of highly-skilled and self-motivated professionals (R/D groups, legalteams)

- Should never be used by itselfEmotional intelligence competencies

- Conscientiousness,- drive to achieve,- initiative


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Coaching style

Try thisDevelops people for the future

- EWB Africa programs thrives on this style- Helps employees identify their unique strengths and weaknesses - tie them to personal and

career aspirations

- Encourage employees to establish long-term development goals and help conceptualize a plan- Agreements with employees

o About role and responsibilities in enacting development plans- Provides lots of instruction and feedback- Leaders excel at delegating

o Give employees challenging assignmentseven if it means it wont be accomplishedquickly

Put up with short term failure for long-term learning- Used least often

o Many leaders say they dont have time in high-pressure economy for slow and tediouswork of teaching people and helping them grow

o Passing up a powerful toolEffect on organizational climate

- Paradox: Focuses primiarly on personal developmentnot immediate work related tasksBUTcreates dialogue and dialogue drives up every aspect of climate (ON GOING DIALOGUE)

o Flexibilitywhen someone knows boss cares and watches what dhe does, he feels freeto experimentknows will get quick feedback

o Clarityon-going dialogue allows employees to know what is expected of themandhow their works fits into a larger vision or strategy

o Commitmentimplicit message I believe in you, Im investing in you, and I expect yourbest efforts

Works well when

- People on the receiving end are up for the challenge those who want to be coached- When employees are aware of their weaknesses and would like to improve their performance- When employees are cultivating new abilities to help them advance

Doesnt work well when

- Employees are resistant to learning or changing their ways- Leader lacks expertise to help employee along

o Most managers are unfamiliar and inept at coachingespecially on-going performance(vs. creating fear or apathy)

- Doesnt scream bottom-line results it delivers them

emotional intelligence: the basics

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