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WEEK 8: EMOTIONAL INTELLIGENCE (WHAT MAKES A LEADER READING (Self awarness…
WEEK 8
: EMOTIONAL INTELLIGENCE
WHAT MAKES A LEADER
READING
Direct ties between emotional intelligence and measurable business results
Evaluating emotional intelligence
Competency models
: help to IDENTIFY, TRAIN, and PROMOTE likely leaders
capabilities were grouped into 3 categories: accounting & business planning; cognitive abilities; emotional intelligence (the ability to work with others)
intellect was a driver of outstanding performance
Self awarness
a deep understanding of one's
emotions, strengths, weaknesses, needs, and drives
recognising how their feelings affect them & other people, and their job performance
a person with high self awareness can work with a demanding client
understanding values & goals
can be recognised by cantor & assessment
Self- aware people know - and are comfortable talking about - their limitations and strengths, and they often demonstrate a thirst for constructive criticism. By contrast, people with low self-awareness interpret the message that they need to improve as a threat or a sign of failure.
Self regulation
people in control of their feelings can create a trusting and fair environment with high productivity and low politics
enhances integrity
People with fiery temperaments are frequently thought of as "classic" leaders their outbursts are considered hallmarks of charisma and power. But when such people make it to the top, their impulsiveness often works against them.
Motivation
being driven to achieve beyond expectations - their own and everyone else's
a sign: passion for the work itself
people who are driven want to track process
Empathy
Empathy is particularly important today as a component of leadership for at least three reasons: the increasing use of teams; the rapid pace of globalization; and the growing need to retain talent.
Globalization is another reason for the rising importance of empathy for business leaders. Cross-cultural dialogue can easily lead to miscues and misunderstandings. Empathy is an antidote. People who have it are attuned to subtleties in body language; they can hear the message beneath the words being spoken. Beyond that, they have a deep understanding of both the existence and the importance of cultural and ethnic differences.
Social skill
Socially skilled people tend to have a wide circle of acquaintances, and they have a knack for finding common ground with people of all kinds- a knack for building rapport. That doesn't mean they socialize continually; it means they work according to the assumption that nothing important gets done alone. Such people have a network in place when the time for action comes.
What is emotional intelligence?
competencies related to one's ability to recognise, understand and manage their own emotions as well as those of others they interact with
TRAITS THEORY: leaders have unique traits of
intelligence, determination, vision
BEHAVIOURAL & CONTINGENCY THEORIES: simply possessing these traits is
insufficient
for achieving success at organisational-level
Why the need?
IQ does not predict effective leadership or organisational success
perennial difficulties associated with identifying those with potential to become leaders within organisations
technical competitinces are of lower importance in upper echelons of organisations
empirical evidence that supports a positive relationship between emotional intelligence and leader/organisational performance
emotional intelligence can be learned - managers can be trained on emotional intelligence through structured long-term training programs
SELF MANAGEMENT SKILLS
self-awarness
have a deep understand of one's e
motions, strengths, weaknesses,, needs, and drives
not critical or unrealistically optimistic (value honesty)
understand their goals and values
understand how their feelings affect them, others, and performance
identifying self-aware individuals:
can speak accurately and opening about their emotions & their impact on work
can
admit failure
recognise and highlight their
limitations
as well as their
strenghts
self-regulation
able to
control their feelings
and use them to their advantage
not bound or controlled by their feelings
negative emotions are unlikely to result in effective leadership
leaders in control of their emotions create more
trusting and inclusive environemnts
self-regulations enhances the adaptability to
change
can lead to
great integrity
in leaders
motivation
have a desire to
achieve beyond expectations
want to achieve for the sake of achievement > external rewards
attempt to
raise their performance
and
track progress
better equipped
to deal with
failure
have a strong
passion
for what they do
RELATIONSHIP-MANAGEMENT SKILLS
empathy
thoughtfully considering other's feelings along with additional factors when making decisions
increases reliance on teams
rapid rate of globalisation
war on tales (ie. mentoring and coaching_
social skill
culmination of other dimensions of emotional intelligence - allows
competency
in other dimensions to be employed
a core task of leadership is '
managing relationships
with others
being friendly with a specific purpose
influences
people to
move in the same direction as you
those with strong skills have a
wide network within & outside organisation
and find it easy to
establish common ground
with a
diverse range
of people