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Emotional Intelligence

What is Emotional Intelligence

Emotional Intelligence the ability to manage ourselves and our relationships effectively Is something that is especially important to consider as APS. As change agents, building relationships with our partners and different stakeholders to achieve the change we want to see is the goal of it all There have been many models that have been proposed as to the definition of Emotional Intelligence One that I have chosen to focus, Goleman model, on was one that was used in a recent Harvard Business Review article.

Goleman model
Self-Awareness Emotional selfawareness: ability to read and understand your own emotions and how it impacts our work performance, relationships, etc.. Accurate SelfAssessment: realistic evaluation of own strengths and limitations Self-confidence: strong and positive sense of self-worth Self-Management Self-control: ability to keep disruptive emotions and impulses under control Social Awareness Empathy: skills at sensing other peoples emotions, understanding their perspective, and taking an active interest in their concerns Organizational awareness: ability to read the currents of organizational life. Build decision networks, and navigate politics Service orientation: the ability to recognize customers needs Social Skill Visionary leadership: ability to take charge and inspire with a compelling vision

Trustworthiness: consistent display of honesty and integrity

Influence: ability to wield a range of persuasive tactics

Conscientiousness: ability to manage yourself and your responsibilities Adaptability: adjusting to changing situations and overcoming obstacles Achievement orientation: drive to meet an internal standard of excellence

Developing others: the propensity to bolster the abilities of others through feedback and guidance Communication: skill at listening and sending clear, convincing, and well-tuned messages Change catalyst: proficiency in initiating new ideas and leading people in a new direction

Initiative: a readiness to seize opportunities

Conflict management: ability o de-escalate disagreements and orchestrate resolutions Building bonds: proficiency at cultivating and maintaining a web of relationships Teamwork and collaboration: competence at promoting cooperation and building teams

6 key factors that influence an organizations working environment Climate.

Each leadership style has an effect on the climate of an organization. o o o o o o Flexibility how free employees feel to innovate, unencumbered by red-tape Responsibility sense of responsibility to org Standards level of standards that people set Rewards performance feedback and aptness of rewards Clarity clarity people have about mission and values Commitment to a common purpose. Coercive Description Demands immediat e compliace do what I tell you Drive to achieve, initiative, self control In a crisis, to kick start a turnaroun d, or with Authoritati ve Mobilizes toward a vision Affiliative Creates harmony and builds emotional bonds People come first Empathy, building relationships, communicati on To heal rifts in a team or to motivate people during Democratic Forges consensus through participation What do you think Collaboration , team leadership, communicati on To build buyin or consensus, or to get input from Pacesetting Sets high standards for performance Coaching Develops people for the future

Phrase Emotional Intelligence competenci es When style works best

Come with me Selfconfidence, empathy, change catalyst When changes require a new vision, or when a

Do as I do, now Conscientiousne ss, drive to achieve, initiative To get quick result from a highly motivated competent

Try this Developing others, empathy, selfawareness To help an employee improve performan ce or

Correlation between leadership style and climate

problem employee s -0.26

clear direction is needed +0.54

stressful circumstance s +0.46

valuable employees +0.43



develop long-term strategies +0.42

Self- awareness Emotional Authoritative selfCoaching awareness Selfassessment SelfPacesetting confidence

Self-management Self-control coercive

Trustworthiness Conscientiousness Adaptability Achievement orientation Initiative Coercive Pacesetting Coercive Pacesetting Pacesetting

Social-awareness Authoritative Affiliative Coaching Organizational awareness Self-orientation Empathy

Social management Visionary leadership Authoritative

Influence Developing others Communications Change catalyst Conflict management Building bonds/relationships Teamwork and collaboration Affiliative Democratic Coaching Affiliative Democratic Authoritative

Coercive style
Do what I tell you

Demanding immediate compliance

Effect on organizational climate - Flexibility hit hard, negatively effected as employees are afraid of reprimand. Extreme topdown decisions. People feel disrespected and wont bring ideas up - Responsibility & commitment unable to act on their own initiative, lack of ownership and feel little accountability. Im not going to help this bastard - Rewards high performing workers are motivated by more money satisfaction for a job well done coercive style takes away such pride Where it works - To kick start a turnaround / hostile takeover - Dealing with a problem employee - Can break failed business habits shock people into new ways of working - After an emergency: e.g. earthquake - Use with extreme caution long term use can lead to decreased morale Competencies for coercive style (notice how they are ALL self-management competencies without regard for others) Drive to achieve Initiative Self-control

Authoritative style
Come with me

Mobilizes toward a vision

VISIONARY leader Vibrant enthusiasm and clear vision Ensuring mission statement is built into companys strategic planning driver for growth

Effect on organizational climate - Most effective drives up every aspect of the climate o Clarity - leader is a visionary motivates people by making to clear to them how their work fits into a larger picture o Standards by framing individual tasks around the vion sets clear standards that revolve around the vion o Commitment maximizes commitment to organizations overall goal and strategy o Rewards performance feedback as to whether or not performance furthers the vision o Flexibility - provides staff with freedom to innovate, experiment, and calculate risks When it works well o Works well in most business situations o Especially when business is adrift Charts a new course sells people on a fresh long-term vision o Good for the long run When it wont work o when working with a team of experts who are more experienced o may come off as pompous or out-of-touch o if become overbearing negatively effect the flexibility Emotional Intelligence competencies - (self and socially aware, and social management) o Self-confidence, o empathy , o change catalyst

Affiliative style
People come first

Creates harmony and emotional bonds

revolves around - people people people o value individuals and emotions more than tasks and goals manages by building emotional bonds builds loyalty positive effect on communication

Effect on organizational climate - Flexibility - friends trust one another allows for innovation and risk taking flexibility rises because affliative leaders dont impose unnecessary structures on how employees get their work done - Rewards offer lots of positive feedback outside annual review, most people in an office environment get no feedback on day-to-day efforts, or only negative feedback. - Responsibility and commitment helps build a sense of belonging (e.g. takes employees out for a drink, brings in a cake) natural relationship builders When it works - When trying to build harmony, increase morale, improve communication, repair broken trust When it doesnt work - Cannot be used alone - exclusive focus on praise can allow poor performance to go uncorrected is mediocrity tolerated - Rarely offer constructive advice on how to improve must figure out how to do it on their own o Not good when people need a clear directive to navigate through complex challenges leaves people rudderless o May use this in conjunction with authoritative style State a vision, set standards, lets people know how work is furthering groups goals alternate with caring nurturing approach of afflicative leader good combination Emotional intelligence competencies (all related to others and not self) o o o Empathy Building relationships communication

Democratic style
What do you think?

Forges consensus through participation

Benefits - by spending time getting peoples ideas and buy-in - builds trust, respect and commitment - Flexibility by letting workers themselves have a say in decisions - By listening learns what is needed to keep morale high - People operating in a democratic environment tend to be realistic about what can or cannot be accomplished by having a say in setting goals and standards for evaluating success Drawbacks - Positive Impact on climate is not as high as others - Endless meetings mulling over ideas- consensus remains elusive only result is to schedule more meetings hung jury - May put off making curcula decisions hoping things will eventually yield a consensus - People end up feeling confused and leaderless can escalate conflicts When it works best - When leader is uncertain about best direction to take needs guidance from employees - Even if a leader has a strong vision can generate fresh ideas for executing vision When it doesnt work - When employees are not competent or informed to provide sound advice - During a time of crisis Emotional intelligence competencies (only management competencies not awareness competencies) Collaboration, team leadership, communication

Pacesetting style
Do as I do, now

Sets high standards for performance

Leader sets extremely high performance standards and exemplifies it himself o Obsessive about doing things better and faster asks same of everyone around him o Quickly pin-points poor performers and demands more if not perform to standards, he replaces them o It doesnt improve results

Effect on organizational climate - Morale drops employees feel overwhelmed by pacesetters demands - Clarity - Doesnt state guidelines clerly only in leaders head expects people to know what to do if I have to tell you, youre the wrong person for the job second guessing what leader wants - Flexibility decreases - Lack of trust people often feel that leader doesnt trust them to work their own way o Work becomes task focused - Rewards gives no feedback on how people are doing or jumps in to take over when things are lagging - Responsibility - If leader leaves people feel directionless so used to being expert - Commitment people have no sense of how their personal efforts fit into the big picture When it works - When are employees are self-motivated, highly-competent and need little directoion o When leaders of highly-skilled and self-motivated professionals (R/D groups, legal teams) - Should never be used by itself Emotional intelligence competencies - Conscientiousness, - drive to achieve, - initiative

Coaching style
Try this

Develops people for the future

EWB Africa programs thrives on this style Helps employees identify their unique strengths and weaknesses - tie them to personal and career aspirations Encourage employees to establish long-term development goals and help conceptualize a plan Agreements with employees o About role and responsibilities in enacting development plans Provides lots of instruction and feedback Leaders excel at delegating o Give employees challenging assignments even if it means it wont be accomplished quickly Put up with short term failure for long-term learning Used least often o Many leaders say they dont have time in high-pressure economy for slow and tedious work of teaching people and helping them grow o Passing up a powerful tool

Effect on organizational climate - Paradox: Focuses primiarly on personal development not immediate work related tasks BUT creates dialogue and dialogue drives up every aspect of climate (ON GOING DIALOGUE) o Flexibility when someone knows boss cares and watches what dhe does, he feels free to experiment knows will get quick feedback o Clarity on-going dialogue allows employees to know what is expected of them and how their works fits into a larger vision or strategy o Commitment implicit message I believe in you, Im investing in you, and I expect your best efforts Works well when - People on the receiving end are up for the challenge those who want to be coached - When employees are aware of their weaknesses and would like to improve their performance - When employees are cultivating new abilities to help them advance Doesnt work well when - Employees are resistant to learning or changing their ways - Leader lacks expertise to help employee along o Most managers are unfamiliar and inept at coaching especially on-going performance (vs. creating fear or apathy) - Doesnt scream bottom-line results it delivers them