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Emotional Intelligence

Characteristics of Worst Boss/Colleague. Characteristics of Best Boss/Colleague. Best Boss/Colleague Worst Boss/Colleague. . Emotional Intelligence. Ability to understand self, work with others and be effective in leading changeResearched by Daniel Goleman and his associates at Rutgers since early 1990's Built upon work of David McClelland's work

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Emotional Intelligence

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    1. Dr. Neil Katz Chair and Professor, Department of Conflict Analysis and Resolution Nova Southeastern University Emotional Intelligence

    2. Best Boss/Colleague Worst Boss/Colleague

    3. Emotional Intelligence Ability to understand self, work with others and be effective in leading change Researched by Daniel Goleman and his associates at Rutgers since early 1990’s Built upon work of David McClelland’s work “Testing for Competence, not Intelligence” Author of several popular books and articles on Emotional Intelligence and effect on leaders and organizations

    4. Emotional Intelligence Defined

    5. Goleman’s Research Examined “Capabilities” that drove outstanding performance Explored 3 categories Technical skills (planning, writing, et.al.) Cognitive abilities (analytical/conceptual reasoning) Emotional Intelligence (managing self & others)

    6. Research Results Emotional Intelligence proved to be twice as important as the others for jobs at all levels At senior levels, nearly 90% of difference in profiles between average and star performers were attributed to E.I. Factors Other factors (I.Q. and technical skills) were “threshold capabilities,” not performance

    7. What is a Competency? Any measurable characteristic of a person that differentiates level of performance in a given job, role, organization.

    8. The Conceptual Model

    9. Research supports this

    10. The Competency Framework

    11. Self-Awareness Awareness of one’s emotions, strengths, weaknesses, needs, drives, values, goals Cognizant of how feelings affect them, other people and their job performance Thirst for constructive criticism and constant strive for improvement Self-confident, yet self-deprecating sense of humor

    12. Self-Management Ability to control impulses and feelings and channel them in useful ways Reasonable behavior creates environment of trust and fairness Comfort with ambiguity and change Driven to exceed beyond expectations Propensity for reflection and learning Pride in work/commitment organization

    13. Social Awareness (empathy) Ability to “walk in the other’s shoes” and convey understanding Considers people’s emotions when making decisions Deep understanding of importance of cultural and ethnic differences Knows nature of relationship key in coaching and mentoring

    14. Relationship Management Leader’s task is to get work done through other people Friendliness with a purpose: building rapport and influencing Importance of networking and building alliances Comfort with negotiation, mediation, problem solving and conflict management

    15. Acquisition of Emotional Intelligence Nature vs. Nurture argument—there is a genetic component and can be learned Increases with age and maturity Resides in brain’s “limbric system” which governs feelings, impulses, drives Develops best through motivation, accurate feedback and extended practice

    16. Personal Assessment Review the slides explaining the 4 components of Emotional Intelligence and their associated competencies. What do you believe are your areas of strength? Your areas of vulnerability?

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