Emotional Intelligence: A Competitive Advantage to Greek Leadership Dan Bureau, University of Illinois at Urbana-Champaign Marsha Carrasco, DePaul University Kyle Pendleton, Northwestern University Emotional Intelligence: A Competitive Advantage to Greek Leadership Resources borrowed from: Marcy Shankman Northwestern Emerging Leaders Course University of Illinois Leadership Center Books related on and related to EI What is Emotional Intelligence? • Factors that are related to success in life, work, • • • and all that people do Helps us understand why some people will perform more effectively than some others Different than IQ (cognitive intelligence) A dynamic process of learning skills to understand yourself and others – Most widely studied by Daniel Goleman (“Primal Leadership” (2002), “Working with Emotional Intelligence” (1998), “Emotional Intelligence” (1995) What is Emotional Intelligence? • Emotional intelligence is a LEARNABLE ability. In Working with Emotional Intelligence, Goleman (1998) writes that EI… “refers to the capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships” (p. 317) What Emotional Intelligence isn’t… • Cognitive Intelligence (IQ) • Aptitude • Achievement • Vocational Interest • Personality • Static – results can change over time What do we know about IQ? • • • • • • • • • Good predictor of academic performance Does not predict success in life Predicts approximately six percent of job success Peaks in late-teens Culture Bound Racial controversies Can help with entrance into colleges and jobs Can help you get hired It is always evolving and changing Actions Awareness Four Areas of Emotional Intelligence Self Others Self Awareness Self Management Social Awareness Relationship Management Positive impact on others Why study EI? • Increasing EI makes individuals more efficient, productive and successful – The workforce is using EI all over the place • Organizations can become more productive by recruiting/hiring emotionally smart people and by offering opportunities to enhance these skills through involvement – EI can be a way to help maximize the potential of your members and in turn your organization Why Study EI? • Possessing skills related to EI can help you be prepared to lead others – Having the skills to lead are vital in managing complex organizations • Every day we will interact with others who possess varying degrees of EI – Being able to work with challenging people is a necessity for the workplace and organization involvement • You can assess the overall potential for your organization – EI influences organizational culture as individuals know their abilities to interface with others – Organizations with high levels of EI may be more apt to succeed The Need to Develop Emotional Intelligence • A survey of US employers reveals that: – More than 50% of employees lack the motivation to keep learning and improving – 4 in 10 people cannot work cooperatively – Only 19% of entry level applicants have adequate selfdiscipline for their jobs – Leadership development programs yield disappointing results, wasting billions of dollars – 70% of all change initiatives fail due to people issues—inability to lead, lack of teamwork, unwillingness to take initiative, inability to deal with change, etc. – Primary derailer of top executives: a lack of impulse control Your Personal Development Plan Application of EI • Marcy Levy Shankman, PhD. – Instrument developed to assess individual and organizational emotional intelligence – 57 questions will help you understand your current skills and create a plan to advance skills in areas of deficiency – Learn your strengths, areas of improvement, and create a plan for success – She identifies four overall areas consisting of various personal and social competencies: Personal Competence • Self-Awareness – Emotional Self-Awareness • Recognizing emotions and their impact – Accurate Self-Assessment • Knowing one’s strengths and limits – Self-Confidence • A strong sense of one’s self-worth and capabilities Personal Competence (cont’d) • Self-Management – Emotional Self-Control • Controlling disruptive impulses and emotions – Transparency • Displaying honesty and integrity; trustworthiness – Adaptability • Flexibility in adapting to changing situations Personal Competence (cont’d) • Self-Management (cont’d) – Achievement • The drive to improve performance based on inner standards of excellence – Initiative • Readiness to act and seize opportunities – Optimism • Seeing the “upside” in all events Social Competence • Social Awareness – Empathy • Sensing the emotions of others; understanding their perspective and taking an interest in their concerns – Organizational Awareness • Reading the currents, decision networks, and politics at the organizational level – Service • Recognizing and meeting the needs of followers Social Competence (Cont’d) • Relationship Management – Inspirational leadership • Guiding and motivating using a compelling vision – Influence • Wielding a range of tactics for persuasion – Developing others • Bolstering the abilities of others through guidance and feedback – Change Catalyst • Initiating, Managing and Leading in a new direction Social Competence (Cont’d) • Relationship Management (cont’d) – Conflict Management • Resolving disagreements – Building Bonds • Cultivating and maintaining a web of relationships – Teamwork and Collaboration • Cooperation and Team Building Your Personal Development Plan Model for Self-Directed Change Current State Tension Goal Implementation Plan Evaluation Ideal State Model for Self-Directed Change • Understanding the Gap between Actual and Ideal – What are my aspirations and goals? – Do I have an accurate image of my strengths and needs? • Do I see myself as others see me? • If not, do I have a plan to learn how others see me? – Until I understand what others say about me, I cannot internalize this information. Good News! • You can develop Emotional Intelligence! – “Rewire” your responses to feelings. – Change how you think about this. – Alter your behavior. Emotions Thoughts Behavior Performance Sorry, It Doesn’t Happen Overnight • Improving and sustaining Emotional Intelligence takes a concerted effort over Organizational Integrated several months. IntervenInitiatives Individual Development Prepackaged Seminars Minimal results In-house Training Some behavioral results Sustained individual performance improvement with Coaching and Measurement Critical mass for sustained group performance improvement tions Sustained organizational improvement Like Minded People? Break into small groups according to EI types Strategies for Leading and Managing Your Councils Working through the Differences Break into small groups according to EI areas of enhancement The Leadership Practices Inventory Kouzes and Posner identify five leadership styles for you to develop skills to lead others The Leadership Practices Inventory Handouts to review styles Focus on Encouraging the Heart – at the core of Emotional Intelligence Making Your Plan Five goals for the year Which EI skills will be necessary? How will you develop skills you may have scored lower in? Your action plan should assist your personally and as a council leader. You should leave with one goal mapped out; up to you about mapping out other four goals.
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