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Emotional

Intelligence
A Leader’s
Primer

M.L.PANDIA
Feelings are indispensable
for rational decision
making. They are like a
compass, they guide us in
the right direction.
Three Competency Domains

1. Technical Skills

2. Cognitive
Abilities

3. EI Abilities
Studies* show:
 For all levels of jobs, EI
competencies are twice as
effective as IQ in determining
an individual’s success rate.
 The higher the level of a
position in an organization, the
more EI seems to matter.
 Executive Leaders show an
85% correlation between EI
competency and success.
EI Competencies
 Self-Awareness
 Self-Management
EI
 Social Awareness

 Relationship
Management
Self-Awareness
Knowing one’s internal states, preferences,
resources and intuitions
 Emotional Self-Awareness

 Accurate Self-Assessment

 Realistic Self-Confidence
Knowing one’s internal states, preferences,
resources and intuitions

 Emotional Self-Awareness –
Recognize your own inner signals,
note how decisions and values match

 Accurate Self-Assessment – Know


your real limits and strengths, be
graceful in learning, know when to ask
for help

 Realistic Self-Confidence – Be
willing and able to play to your
strengths, admit you have them!
Self-Management
Managing one’s internal states, impulses and
resources
 Emotional Self-Control

 Transparency

 Optimism

 Adaptability

 Innovation

 Achievement
ging one’s internal states, impulses and resou
Emotional Self-Control – Manage your own
disturbing emotions, stay calm and clear-
headed
Transparency – Live your values, admit
mistakes, never turn a blind eye
Optimism – Roll with the punches, expect
the best of everyone.
Adaptability – Flexible, nimble, fluid,
comfortable with ambiguity
Innovation – Seize opportunities, or create
them
Achievement – Continually learning – and
Social Awareness
Awareness of other’s feelings, needs,
concerns and the currents, networks and
politics of the organization
 Empathy

 Organizational
Awareness

 Service
Orientation
Awareness of other’s feelings, needs,
concerns and the currents, networks and
politics of the organization
 Empathy – Listen, attune, grasp other’s
perspectives

 Organizational Awareness –
“Politically and “politically astute, know
the values and unspoken rules

 Service Orientation – be available to


your staff, serve to receive excellent
service
Relationship Management

 Inspirational
 Influence
 Developing Others
 Change Catalyst
 Conflict Management
 Building Bonds
Awareness of one’s
 Teamwork &
Collaboration effect on others, ability
to work effectively and
efficiently with others
Awareness of one’s effect on others, ability to
work effectively and efficiently with others
 Inspirational – Embody what you ask of others
 Influence – Be persuasive and engaging
 Developing Others – Cultivate people’s abilities
 Change Catalyst – Recognize the need for
change, challenge the status quo
 Conflict Management – acknowledge and
redirect
 Building Bonds – Cultivate the web of
relationships
 Teamwork & Collaboration – Be a model of
respect, helpfulness and cooperation
Your goals… or
what do you really want
 Jot down three areas
where you’d like to be
more effective (work
and / or personal life)
 Prepare to discuss
some of these goals
with the group
 Provide your insights
to participants
Self Assessment Opportunity
 Self assessment available at:
http://www.utne.com/azEQ.tmpl

 Slideshow available at:


http://www.psers.state.pa.us/ei.ppt
EQ Self-Assessment Checklist
 
Rate each question below on a scale of 1-5, according to how true it is of you.

1 2 3 4 5
virtually never virtually always

____ 1) I am aware of the physical reactions (twinges, aches, sudden changes)


that signal a gut reaction.”
____ 2) I readily admit mistakes and apologize.
____ 3) I let go of problems, anger, or hurts from the past and I can move
beyond these.
____ 4) I generally have an accurate idea of how another person perceives me during
a particular interaction.
____ 5) I have several important things in my life that I am enthusiastic about
and I let it show.
____ 6) I can easily meet and initiate conversation with new people when I have to.
____ 7) I take a break or use another active method of increasing energy when
I sense that my energy level is getting low.
Assessment Discussion
Discuss these questions in
groups:
 Is self-assessment a
valuable tool?
 How are comparisons of
group scores useful?
 Is it worth the time to
develop “soft” skill sets?
 What resources are out
there for us?
How can we use
Emotional Intelligence Concepts

in a Leadership Context???
 EI is our ability to acquire
and apply knowledge
from our emotions and
the emotions of others in
order to solve problems,
and live a more
successful, fulfilling life.
Issues affecting HR professionals
 Brainstorm issues
 How can we
incorporate EI
“tactics” to help us do
our jobs effectively?
 How can we use EI
competencies to
“shield” us from the
traumatic energy that
comes our way?
EI Competencies
 Self-Awareness
 Self-Management
EI
 Social Awareness

 Relationship
Management

(from –MADAN LAL PANDIA,M.A,LLB.PGDPM


A chance to question our answers
 What issues do you see arising in
attempting to institute an EI EI !
competency in your agency?

 What value do you see in


developing EI competencies for
yourself and those staff who work
with you?

 What are your questions /


concerns / comments about this
presentation?
Bibliography
 Introduction to Type and Emotional Intelligence: Pathways to Performance
(Author: Roger R. Pearman) – Copyright 2002 by CPE, Inc.
 The Manager’s Pocket Guide to Emotional Intelligence (Author: Emily A.
Sterrett, Ph.D.) – Copyright – 2000 by HRD Press
 2000 Ways to Raise a Boy’s Emotional Intelligence (Author: Will Glennon)
– Copyright 2000 – Conari Press
 The Emotional Intelligence Activity Book: 50 Activities for Promoting EQ at
Work (Author: Adele B. Lynn) – Copyright 2002 HRD Press

Emotional
Intelligence
A Leader’s
Primer