BSBLDR511

Develop and use emotional intelligence

Assessment no: 1
a) Describe the principle of self-awareness.
Self-awareness refers to the ability to identify and appreciate feelings and to have a sense of the influence of one's actions, moods, and others' emotions. It
keeps track of feelings and notices various emotional responses, as well as being able to correctly classify the feelings. Self-awareness often means
understanding that it is connected to how we feel and what we do, and acknowledging one's own personal strengths and weaknesses. Self-awareness is
associated with being accessible and learning from social interactions to various perspectives and new ideas.Self-awareness refers to the knowledge of one's
talents and abilities (Froman, 2010). There are some self-awareness, such as;
1. To control the feelings and emotions
2. A significant concept of self-awareness is to take steps at times when required.
3. The entity begins to take responsibility for individuals own actions.
4. In terms of thought, to remove the inner barriers

b) Identify and explain the three (3) stages of self-awareness.

1) To be self –aware
Understanding in which emotional state we are while we are in it.
2) To be engulfed
Dominated by emotions- have the feeling that they cannot get out.
3) Accepted
Clearly understanding their emotions, but doing nothing to changing the

c) Describe the principle of empathy.

This aspect of EI allows a person, based on recognizing their emotions, to react appropriately to other individuals. It helps people to sense power dynamics that
play a role in all social relationships, but also in workplace relationships in particular. Empathy requires understanding power dynamics and how they influence
emotions and actions, as well as correctly perceiving circumstances where power dynamics come into play.
d) Identify and explain the three (3) kinds of empathy.
Cognitive: "Just understanding how the other individual feels and what they might be thinking." Sometimes referred to as perspective-taking.
"Emotional: "If you and the other person physically feel like their feelings are infectious.
"Compassionate: "We not only understand and feel a person's predicament with this kind of empathy, but are spontaneously moved to help, if possible.
Question 2
Identify two (2) strategies for using emotional intelligence and explain two (2) key features for each strategy.

Strategies Key features

Utilize an assertive style of communicating
Empathize with others
Assertive communication goes a long way
to winning respect without being too
hostile or too passive to come across.
People who are emotionally intelligent
know how to directly express their
thoughts and desires while also respecting
others.
People who are emotionally intelligent
know how to empathize. They recognize
that empathy, not vulnerability, is a quality
that displays emotional power. Empathy
allows them, on a simple human level, to
connect to others. It opens the door to
mutual respect and understanding between
individuals with different views and
circumstances.

Question 3
Outline two (2) signs of emotionally effective people. Provide a short description of the importance of each specified sign in reaching business objectives.
 Signs of Emotionally Effective People Importance in Reaching Business
Objectives
Able to articulate emotional experiences Stability
Can pinpoint strength and weaknesses Sales and service
easily

Question 4
The following are different scenarios depicting employees from two (2) different cultural backgrounds. Read through each scenario and identify two (2)
key communications strategies that can be used to effectively communicate with them.

Scenario 1
Takashi works as a fitness instructor for Bounce Fitness. He spent most of his childhood in Japan before he moved to Australia. He is an excellent and
efficient employee seen in his work ethic and the feedback from members of the fitness centre. He tends to be quiet during work-related events such as
meetings and lunch outs. He doesn’t turn down someone’s request because he views that turning down requests would embarrass him and cause him to lose
face. He also relies on non-verbal signals such as facial expressions and body language to convey his responses to his workgroup members. He often avoids
eye contact with his workgroup members because he considers it disrespectful.

Key Communication Strategies

i. Learn how the source culture accept information
ii. Implement training programmes for all the employees

Scenario 2
Michael works as a fitness instructor for Bounce Fitness. He is very direct, clear, transparent, and open about work-related matters. This has caused some
other colleagues to view him as rude and aggressive.He sometimes inadvertently causes uncomfortable situations by asking his workgroup members about
their private lives.
 Key Communication Strategies
i.      Uphold your rights
ii.      Keep distance and keep options open

Question5
Identify two (2) key features of emotional intelligence. Provide a short explanation of how each feature contributes to building workplace relationships.

Self-regulation Self-regulation means being versatile,

dealing with transition, and conflict
management. It also applies to the diffusion
of complicated or tense conditions and the
understanding of how one's acts influence
and take ownership of others.
Social skill This aspect of EI relates to communicating
well with other individuals. It requires
applying an awareness of the feelings of
ourselves and others on a day-to-day basis
to connect and interact with others. Active
listening, verbal communication skills, non-
verbal communication skills, leadership,
and relationship growth are different social
skills.

Assignment 2
Part I. Identify Impact of Own Emotions on Others in the Workplace

Identify and use evaluation criteria to determine own emotional strengths and weakness
EMOTIONAL STRENGTH:
1. Appreciative/Ability to encourage others opinions
2. Positive and cool minded person
3. Convergent thinker

EMOTIONAL WEAKNESS:
1. Loosing temper quickly/impatient
2. Takes things personally
3. Self-praising/Patronizing
One must recognize his/her own emotional strength and weakness as it allows them to coordinate and execute their plans in such a way that their weakness does
not cause challenges to achieve the desired target, but at the same time a person as a employee of the organization should have complete control over his/her
impulsive emotional characteristics or it would have a dramatic effect on organisations and workers in terms of actions. An individual must assume that
emotions in the work environment influence our actions. Our capacity to discern, supervise and use our emotions empowers us to make constructive choices by
table-discussion where, without hesitation, colleagues share their logical ideas and suggestions. This effectively decreases the workload and tension of
managers and strengthens fragile employee ties. Those signs of family love are given by emotional understanding between colleagues and this reduces
suspicions and disagreements that are necessary for a peaceful work atmosphere.
Identify personal stressors and emotional states related to the workplace
Workplace tension is indicated by unfavourable responses. It arises when demands for an assigned assignment do not fit with the representative's skill. In the
work environment, some level of stress is natural, exorbitant pressure can hinder the productivity or ability of a person to perform tasks.
1. Bombardment of assignment:
If an employee is bombarded without any leniency with many tasks, end-result would also hamper as one cannot put 100 percent determination efforts
on many items at one time.
2. Mission unclear:
Vague or lavish tasks are assigned that cause problems with the output of
 3. Supportive network deficient:
Employees are offered a low degree of assistance as a nil token of gratitude, less tutoring or HR help that gives tension pain in one's mind.
4. Inadequate monitoring:
No monitoring is carried out on how workers perform duties.
5. Weak Bonding:
This leads to violence that inevitably causes disputes or personal attacks.

Analyse and document potential emotional triggers in workplace situations.

It is very significant to keep our self-aware of our own emotions which irritates us to that extent that one may lose his/her confidence which will create
troubles in making prompt and successful decisions at reasonable time. Framing our mind or accepting triggered emotions enable us to understand what was
happen in past, which situations or person has bad impact on our mind due to his behaviour or actions, which statement has badly ruined our idea or image
etc. These emotionality hit mind again and again and helps us in dealing calmly and positively with same situation or circumstances rather than responding
aggressively which will eventually spoil organizational environment and everyone will start playing personal attack game .If one is aware of his tempered or
aggressive feelings so he should keep his mind relax and rather than acting impulsively, he should built audacity to listen others opinion before making any
final decision.
Emotional triggers are;

1. Fun

2. New challenges

3. Be understood

The emotional stimulus, such as the new challenge, is the emotionally-responded trigger. I embraced the new challenge and prepared myself for the new
responsibilities and positions. At the beginning, there was a sense of dread, but I managed to embrace the new challenges later on.

As I acknowledged the new challenges, the trigger set off this emotional reaction and the performance was improved in response to the changes. There
was a feeling of fear at start but later I managed to accept the new challenges.

The emotional reaction to the emotional stimulus I used was to embrace the new challenges and respond accordingly. In my view, this reaction was the
only positive way for this catalyst to be used (Suifan, et., al., 2015).
Evaluate the impact of own workplaces behaviours
Colleagues seek us for guidance, training, and can take up our style of performance. It is important that our model practices and methodologies performed
show management feelings in the working environment. It is vital that all interactions, regardless of whether they are with clients, suppliers, colleagues,
should behave with integrity, credibility and fairness. A leader illustrates how to harness feelings productively in the workplace by demonstrating constructive
activities and eradicating lethal activity in the working environment.
How to become idol for organizational behaviour:
Eradicate Negativity-Avoid pessimistic thought, forcing without consideration to reach a solution
 Adjustable, rational reasoning model-Express logical thought by repeating that what you do can just be regulated.
 Prioritize acceptable opinion- Invest less time on low requirements and more focus on high requirements.

Use self-reflection and feedback from others to improve development of own emotional intelligence.
It is crucial that you focus on your personal qualities and take into account the effect you have on others. It helps you to adapt your leadership style and know
where to concentrate to refine your leadership strengths. As a manager, you can strive to build an environment where positive feedback is welcomed, valued
and acted on by giving and receiving. Managers who, through input and self-reflection, seek a complete and realistic image of themselves will be well
prepared to resolve their strengths and weaknesses.
In building up emotional intelligence, self-reflection and input from others are essential tools. They are simply traits and take into account the effects on
others. This helps to change our administrative strategy and to refine new attributes of authority. A leader should inspire positive responses from others as
well. An individual should appreciate positive feedback as it increases the morale of others and helps to understand difference and power. One must ponder
the occasions of the day, how people reacted to him or how well he sees others requires a severe amount of enthusiastic information. To develop mindfulness,
it is important to obtain equal feedback on the characteristics of your initiative. It is crucial as a director that he is conscious of strength, while identifying the
places where we could strengthen. Feedback urges pioneers to shift their administrative strategy, influence their communities and make important
organizational changes.
The importance of self-reflection
Self-reflection requires a deliberate effort to think about, and to gain insight into, particular events or circumstances. In order to improve what you do or how
you feel, reflective practices or experiential learning encourage you to move into a fresh paradigm of thinking, reframing your ideas and thoughts. It takes a
high degree of emotional intelligence to take time once a day to reflect on the day's activities, how people responded to you or how well you treated others.
Emotional maturity in anyone can be cultivated by conscientious introspection.
Self-reflection makes it possible for you to:
 Reframe your thoughts and suggestions
 Gain insight into how your thoughts impact you and your job results.
 Know your limits and abilities
 be frank with yourself
 Understanding when and where to ask for support
 Know where to concentrate to build and strengthen your leadership strengths
 Have self-assurance about the stuff you do well.
The importance of feedback
To improve your self-awareness, it is important to obtain truthful input on your leadership qualities. As a boss, though identifying the places where you might
develop, it is crucial that you are mindful of what you are good at. It involves owning up to errors and accepting when you do not have the solution.
Feedback will inspire leaders to change their management plan dramatically, creating a ripple impact on the team and generating major improvements in the
company.
Emotionally smart executives deliberately seek negative feedback, knowing the importance of honest opinions about how well they do as leaders. To affirm
their own self-worth, less successful leaders most frequently seek positive reviews. It is necessary for the continued development and success of a leader in
the workplace to request negative or positive feedback.
Feedback can be:
• Formal or informal
• Verbal, written or digital
• Public or private
• Ongoing or one-off
• Immediate or periodic
• Positive or constructive.
Part1 identifying emotions in the workplace

1. Reflect on instances when you expressed your personal emotions in the context of your workplace.
 Since I live apart from my family because of my studies and job, personal triggers of stress in work life are so sometimes I feel alone and this reflects
my work and when I go through this type of situation I am not able to work properly. I talk to members of my family on call or video chat to solve
this problem.

2. Use the Self-Evaluation Sheet found within this workbook to identify the following based on your reflection:
My emotional strengths are;

1. I am very social with the people whom I know very well.

2. I have the ability to feel the empathy of other people.
3. I am able to manage myself emotionally even in stressful situations.

My emotional weaknesses are 

1. Sometime get so anxious.

2. I am emotionally weak when time limit is a constraint and workload is high.
3. Sometimes I get panic very soon.

Stressors in personal life related to workplace

a) Overload work

b) Pressure from manager

Prevailing emotional states when in the workplace

a) Change in responsibilities in work.
b) No Job enrichment.
Workplace situations that trigger a strong emotional response from you

The emotional stimulus, such as the new challenge, is the emotionally-responded trigger. I embraced the new challenge and prepared myself for the new
responsibilities and positions. At the beginning, there was a sense of dread, but I managed to embrace the new challenges later on.

Workplace environments that trigger a strong emotional response from you

As I acknowledged the new challenges, the trigger set off this emotional reaction and the performance was improved in response to the changes. Emotional
thought is given and finished in a package.
The emotional reaction to the emotional stimulus I used was to embrace the new challenges and respond accordingly. In my view, this reaction was the only
positive way for this catalyst to be used (Suifan, et., al., 2015).

Developing an emotional intelligence self-evaluation form

Self-Evaluation Sheet
Complete      
d by
Date      

Emotional understand myself well communicate well

Strengths (Pre-
communicate well
Evaluation)
Emotional easy to get angry cannot control myself
Weaknesses
Sometimes I get panic very soon
(Pre-Evaluation)

Overload work

Personal
Stressors
Pressure from manager

Change in responsibilities in work.

Prevailing
Emotional States No Job enrichment.

Workplace Trigger Emotional State

situation that new challenge The emotional stimulus, such as
triggers a strong the new challenge, is the
emotional
 emotionally-responded trigger. I
embraced the new challenge and
prepared myself for the new
responsibilities and positions.
feeling of fear At the beginning, there was a
response sense of dread, but I managed to
embrace the new challenges
later on.

Change in working environment I acknowledged the new

challenges, the trigger set off
this emotional reaction and the
performance was improved in
Workplace response to the changes
environment that
triggers a strong
emotional Emotional attachment with
response Emotional thought is given and
colleague’s relations finished in a package. This
reaction was the only positive
way for this catalyst to be used.

Part 1 identifying impact of emotions in the workplace

1. Organise a meeting with at least two (2)workgroup members to have an open discussion of how your emotions and behaviours affect the workplace.
Every day, we have instant, physiological, emotional responses to the things that occur around us. Humans are designed to interact emotionally with
each other and our emotions are central to our ability to make decisions. The feelings associated with human experiences in the workplace have a
strong effect on the efficiency and success of people, teams, executives and organizations as a whole. Frontline managers can learn to consciously
manipulate their own emotions in the workplace through experience, preparation and experiential learning, instead of being ruled by them.

2) a) Explain all the workplace situations and environments that triggers a strong emotional response in you as identified in Part 1 Task 1
Be mindful of the usual emotional responses to change, so that you consider the degree to which individual team members will be influenced by
organizational change. For example, by retreating from the situation, resisting the change, passively embracing it or questioning certain aspects of the change,
team members may respond. To prevent voicing any ambiguity or frustration to your team members, ensure that you are completely briefed about all aspects
of the change yourself before explaining it to your team. This may lead them to feel vulnerable or nervous about their safety at work.

It is critical that you have productive work for your team members at all stages of the organizational transformation. Discuss with people the kind of work
they would like to do during any interim times where there might be uncertainty in job roles.

Identify the level of support you should provide immediately to your team members after transitioning to new positions or changing their current roles. If they
do not maintain their current roles after the organizational transition takes place, carefully devise an action plan to support workers and their representatives.
If workers have the ability to apply for new or different positions within the company or to move them to other departments or offices, guarantee recruitment
and recruitment. The processes of selection are open, equal and egalitarian. Without tailored preparation and development to aid team members in their
transition, organizational change is unlikely to succeed. Release workers from their job duties to attend training and development where appropriate. Identify
the main areas that need skills and expertise that are revised or additional. Guide trainers that have specific organizational priorities to help them plan and
execute training programs.

Analysis of one (1) behaviour when encountering each of the triggers outlined and its impact
Once i was asked to stay back after close of work that was urgently needed to be submitted. This was a trigger for me especially as if was becoming a more
frequent occurrence. I told my manager that being this was after hours and is becoming more frequent during peak season; i advised a compensation could be
given to members who are willing to work after hours. This was escalating to the management as it was approved. This resulted in increased willingness and
improved performance by other staff members who worked after hours.
Emotional response for each behaviour identified and suggestions from your workgroup members to help you in developing your emotional intelligence
Emotional response
1) Interpret emotion: This branch includes the perception of emotion, and the ability to recognise feelings in other people's facial and postural expressions. It
portrays non-verbal vision and emotional communication through the face and voice to communicate.
Suggestion
1) Utilize an assertive style of communication
Assertive communication goes a long way toward earning respect without coming across as to aggressive or too passive. Emotional intelligence people know
how to communicate their opinions and need into a direct way while still respecting others.
2) Respond to rather than react to conflict
During instances of conflict, emotional outburst and feeling of anger are common. The emotional intelligence person knows how to stay calm during stressful
situations. They don’t make impulsive decision that can lead to even bigger problems. They understand that in times of conflict the goal is resolution, and
they make a conscious choice to focus on ensuring that their actions and words are in alignment with that.

Meeting Minutes
Date:       Time: Location:
Facilitator
Notetaker
Timekeeper
Attendees

Agenda Item 1Explain Situations and Environments that Trigger You

Discussion
I was asked to remain back after the job was closed, which had to be submitted
urgently.

Agenda Item 2Analysis ofBehaviours when Triggered

Discussion
 I told my boss that this was after hours, and during the peak season it became more
common. I proposed that members who are able to work after hours might be offered
compensation. Increased willingness led to this.

Agenda Item 3Impact of Behaviours in the Workplace

Discussion
This resulted in increased willingness and improved performance by other staff
members who worked after hours.

Agenda Item 4Appropriate Emotional Responses

Discussion
1) interpret emotions
2) understanding of emotions

Agenda Item 5Suggestions to Improve Emotional Intelligence

Discussion
 1) Utilize an assertive style of communication
2) Respond to rather than react to conflict

Journal Part 1: Skill Requirement 1

Describe two (2) strategies you can employ to increase your emotional intelligence.
Strategy 1
      Us Utilize an assertive style of communication i

This section is to be completed by the supervisor only.

Date observed: Supervisor’s initials:
           
Supervisor’s comments:
     
Strategy 2
      Respond to rather than react to conflict

This section is to be completed by the supervisor only.

Date observed: Supervisor’s initials:
           
Supervisor’s comments:
     
Reflective Journal Part 1: Skill Requirement 2
Describe two (2) instances when you managed your own emotions in the workplace. For each instance, specify the behaviour you demonstrated and describe
how it affected the situation.
Instance 1
      The emotional trigger such as new challenge is the trigger that has been emotionally responded. I faced the new challenge and prepared myself for
the new roles and responsibilities. There was a feeling of fear at start but later I managed to accept the new challenges. Emotional response as the new
challenges were accepted by me and the performance was increased in response to the changes. Emotional thinking is given in set and completed.

This section is to be completed by the supervisor only.

Date observed: Supervisor’s initials:
           
Supervisor’s comments:
     

Instance 2
      Since I live apart from my family because of my studies and job, personal triggers of stress in work life are so sometimes I feel alone and this
reflects my work and when I go through this type of situation I am not able to work properly.

This section is to be completed by the supervisor only.

 Date observed: Supervisor’s initials:
           
Supervisor’s comments:
     

Part2 task 1 assess work group members

Seek opportunities in the workplace to observe and describe the behaviour of three (3) workgroup members from different cultural backgrounds, while
showing emotional states.
Opportunities
- Diverse cultural perspective inspires creativity and drive innovation
- Diverse teams are more productive and perform better

Behaviour of workgroup members from different backgrounds showing emotional states

- An employee from western culture is related to high arousal emotions where as eastern culture is related to low arousal emotions
- American conception of happiness emphasized on being u upbeat whereas Chinese conception of happiness focused on being Solemn and reserved.
- People tries to influence others in western culture where as adjusting and conforming to other people is considerably desirable in eastern culture
1. While observing your workgroup members, note down the following:
 At least two (2) emotional cues demonstrated in a situation and the assessment of each cue
Nonverbal cues
Nonverbal emotional expressions also have unique meanings particular to the culture of a person. Body gestures such as hand-shaking or eye
winking have precise meanings that are culturally defined and may not be acceptable means of communication for all people. Facial
expressions may be universal as well as unique to culture.

Nonverbal cues
 Depending on whether they promote or inhibit group cohesion, cultures vary in the degree to which emotions are conveyed.
 Emotional state of your workgroup member based on their emotional cues
Ethnologists also agree that nonverbal signals (facial expressions, movements, sounds) are used by primates, including humans, to signify
emotional states. For example, gestures such as crossing the arms, lowering the head, and standing rigidly may convey a negative attitude
through body language.
Group cohesion (also referred to as group cohesion and social cohesion) occurs when bonds bind the members of a social group with each
other and with the group as a whole. Although cohesion is a multi-faceted mechanism, it can be broken down into four main components:
social relationships, relationships with assignments, perceived solidarity, and emotions. Members of highly cohesive groups are more likely to
engage and remain with the community easily.
 One (1) cultural expression of emotion shown in line with the emotional state demonstrated
In Japan, the same hand symbol means "money." Argentinians, Belgians, French and Portuguese all use the symbol to mean "zero" or
"nothing." The same sign is considered an offensive swear by other countries in Eastern Europe.
 Your response to their emotional state
I will pay attention to the people’s unspoken behaviour

Make sure to observe the strategies you indicated in Part 1 when responding to your workgroup members.

Workgroup Member Name      

Cultural Background       japanese
Assessed by      
Date Observed      
Team Emotional Intelligence Profile
Emotional Cue Assessment
      Nonverbal cues       Nonverbal emotional gestures often have distinctive meanings peculiar
 to a person's culture. Body movements such as hand-shaking or eye winking
have unique meanings that are culturally described and may not be suitable
for all individuals to interact. As well as unique to culture, facial expressions
can be universal.
      Nonverbal cues       Cultures differ in the degree to which feelings are expressed,
depending on whether they encourage or impede group cohesion.

Emotional State Based on Emotional Cues

      crossing the arms, lowering the head, and standing rigidly may convey a negative attitude through body language.

Cultural Expression of Emotion

      The same hand symbol in Japan means "money." Argentinians, Belgians, French and Portuguese all use the symbol to mean "zero" or "nothing." Other
countries in Eastern Europe consider the same sign an offensive swear.

Your Response to their Emotional State

      I will pay attention to the unspoken actions of people.

Signed by:       Date:      

Team Emotional Intelligence Profile
Workgroup Member Name      
Cultural Background      
Assessed by      
Date Observed      
EMOTIONAL CUES ASSESSMENT
Emotional Cue Assessment
     even tempered and emotionally balanced       measure the emotional and mental energies that brain emits

      emotional maturity and don’t over react       Recognize and admit when wrong, biased and try to own feeling and
needs

Emotional State Based on Emotional Cues

      Accept feeling without judgement and try to avoid emotional as well as physical pain.

Cultural Expression of Emotion

      Implicit and controlled facial expressions especially when expressing excitement and revulsion.

Your Response to their Emotional State

      Try to coordinate and communicate.

Signed by:       Date:      

Team Emotional Intelligence Profile
Workgroup Member Name      
Cultural Background       American
Assessed by      
Date Observed      
EMOTIONAL CUES ASSESSMENT
Emotional Cue Assessment
      happiness emphasized on being u upbeat       emphasized on being u upbeat

     verbal cues       People tries to influence others

Emotional State Based on Emotional Cues

      high arousal positive emotional state are considered as haapiness

Cultural Expression of Emotion

      individualistic culture

Your Response to their Emotional State

     make them feel theybelong

Signed by:       Date: