Emotional Intelligence for Leadership Effectiveness

Transcription

1 Emotional Intelligence for Leadership Effectiveness A Presentation Made at LBSAA Lecture Lagos Business School, Lagos, Nigeria. 28 th August, 2014

2 Quote. In a very real sense we have two minds, one that thinks and one that feels Daniel Goleman, Emotional Intelligence: Why It Can Matter More Than IQ

3 The Teaser. What kind of leader would you like to follow, and are you that leader?

4 Leadership is about Influence

5 Why Should YOU care about EI You will begin to be more aware of your strengths and weaknesses. You can self- regulate and stand out consistently. You will naturally motivate every one around you. You will begin to feel what your followers feel and so understand them. You will be a natural at networking

6 Emotional Intelligence in a Nutshell Thorndike in 1920 introduced the idea that there exist other human intelligences aside the general/traditional intelligence (IQ) and cognitive abilities. IQ accounts for only 4% of work effectiveness (Rosete and Ciarrochi, 2005) Howard Garner presented the seven human intelligence; linguistics, musical, logical mathematical, spatial, bodily-kinaesthetic, intrapersonal and interpersonal intelligence. Interpersonal and intrapersonal intelligence relates with emotional intelligence (Abraham, 2007). Leadership is about influence (Northouse, 2013) Job performance and leadership effectiveness

7 Leadership is about People

8 Always Ahead!!!!

9 Emotional Intelligence

10 What is Emotional Intelligence? Mayer and Salovey (2000) whose definition for EI is presently the most accepted, defined it as the ability to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion and regulate emotion in self and others

11 Main Proponents of EI Mayer, Salovey and Caruso : Coined the Word EI in 1990, created MSCEIT v 2.0 Reuven BarOn : Emotional Intelligence Quotient Inventory (BarOn EQ-i) Daniel Goleman : Emotional Intelligence (1995) and Work Place with Emotional Intelligence(1998)

12 Constituents of EI By Goleman, D. (1985) Awareness: the ability to be aware of, understand, accept, and respect oneself, Self Regulation Motivation Empathy Social Skills

13 Learning New Behaviour

14 Characteristics of EI by Mayer & Salovey, (1997) Perceiving Using Understanding Managing Emotions

15 Measuring EI Assessments: MBTI, BarOn EI Quotient, MCSEIT, 360degree feedback etc. Academic records Behavioural observation Direct Interaction with Coachee

16 Positive Emotions

17 Negative Emotions

18 Developing EI for Specific Leadership Situation

19 Developing Emotional Intelligences specific for effective leadership.

20 Anger

21

22 Benefits of EI positive attitudes greater adaptability improved relationships and increased orientation towards positive values (Kristin and Elisabeth, 2007).

23 Questions How do you understand your emotions and that of others in your work environment to propagate accomplishment of goals? Can that smart, young and upward moving executive with uncanny abilities and target oriented attitude become an effective leader? Can that expert who is so technically skilled develop human skills and become an effective leader? Can a brilliant executive with unregulated negative and uncontrolled emotions, take charge and ascend the career ladder?

24 Reflections What is the negative emotional state you struggle with? What are you doing about it? How can you improve on what you are currently doing? At the end of this session, what change do you want to see in you?

25 Intervention By EI Coaching Intrapersonal and interpersonal adeptness could be mindful, strategic and tailored to support Leadership

26 More about EI Consciously developed (Goleman, 2001) EI is not ethical EI is a universal currency Comes with maturity (Experience and age) Situation specific It s a journey not a destination

27