Emotional Intelligence Hussin Jose Hejase, Dean Faculty of Business Administration Al Maaref University Faculty of Business Administration – Seminar Series February 22, 2018
Emotional Intelligence Definition History Components Advantages Vs. Disadvantages EI Vs. IQ Effect of EI on Leadership Developing EI Benefits Application in Lebanon Conclusion References Hejase EI FEB 2018
EI - Definition Then Emotional Intelligence is the ability to: Mayer & Salovey (1997) defined emotional intelligence as “the ability to perceive accurately, appraise, and express emotion; the ability to access and/or generate feelings when they facilitate thought; the ability to understand emotion and emotional knowledge; and the ability to regulate emotions to promote emotional and intellectual growth” (p.10). Then Emotional Intelligence is the ability to: Recognizing and expressing own emotions. Understanding others’ emotions. Emotional Reasoning. Managing own and others’ emotions. Controlling own emotions. Hejase EI FEB 2018
Emotions Emotions are intense feelings directed towards a specific object, incident, or person. In fact, the importance of emotions is derived from the belief that the individual’s reaction to a situation shows the extent of his/her control ability on oneself (Goleman, 1995, p.289); however, emotions are not general characteristics of one’s personality — they are specific reactions that the person develops in response to an action (Robbins and Coulter, 2005, p. 379). Source: Cited from Hejase et al. (2012). Hejase EI FEB 2018
What are emotions? Hejase EI FEB 2018
History Source: Dattner, Ben (n.d.) Hejase EI FEB 2018
History Source: Dattner, Ben (n.d.) Hejase EI FEB 2018
Components Hejase EI FEB 2018
Relationship Management EI Components Intrapersonal Interpersonal Personal Competence Social Competence Self Awareness Self Management Social Awareness Relationship Management Source: Adapted from http://dattnerconsulting.com/presentations-files/ei.pdf Hejase EI FEB 2018
Our Brain Source: Russell, 2008, Slide 10. Hejase EI FEB 2018
The five components of EI (Reilly and Karounos, 2009, p. 3) Self-awareness It is the most important component of EI. It is having a profound consideration and acceptance of one’s feelings, strong points, weaknesses, needs, and drives and their respective effect on others. Its characteristics are assurance, truthfulness and accurate self-evaluation and a disparagement sense of humor. In addition, self-awareness is the basis for emotional and psychological growth, which is essential to achieving success, and to creating an adequate, trustworthy setting conducive to work collaborations, which in turn will play a positive role in job performance outcomes. Self-regulation It is reflected when the manager controls or conveys negative impulses and emotions. A manager with a high level of self-regulation is the one that thinks first and acts second. The problem resides in the fact that these negative emotions can be overpowering, allowing the manager to perceive a threat. Here, the key to managing others emotions is related to managing one’s own. Its characteristics include dependability, reliability, comfort with ambiguity, and willingness to change. Source: Hejase et al. (2017, p. 29) Hejase EI FEB 2018
The five components of EI… Continue Motivation The best way to define motivation and its dimensions is by describing employee’s passion for working and performing within his/her environment, not just for financial rewards or pursuit of a status. Motivated persons tend to convey a high level of energy and persistence. Its characteristics are the achievement of optimism especially in a challenging situation, and a high level of commitment. Empathy Empathy is the ability to recognize the emotional level and situation of other people, and the ability to effectively react to other’s emotional reactions. Characteristics include offering a good service to clients and customers, showing compassion and sensitivity within the cross-cultural context, and knowledge in constructing and holding talents. Social skills It is the skill, expertise and know-how in managing relations and building connections, plus finding mutuality, and in strengthening bonds. Characteristics include power and efficiency in leading and convincing and proficiency in the management of teams. Source: Hejase et al. (2017, p. 29) Hejase EI FEB 2018
Bar-On’s Model of Emotional Intelligence Source: Stys, Yvonne, & Brown, Shelley L. (2004), p. 12. Hejase EI FEB 2018
Goleman's (2001) Emotional Intelligence Competencies Source: Stys, Yvonne, & Brown, Shelley L. (2004), p. 15. Hejase EI FEB 2018
EI ?? Advantages Disadvantages Lead to improved relationships with colleagues Help to keep oneself under control Help to lower stress levels Help to be motivated Communicate well and influence others without conflict Enables one to be successful in his/her career. Put people at ease. Increase self-awareness Balance between personal life and work. Build and mend relationships. Disadvantages Cannot always be learned. Dismissed as being just another management fad. Bringing one’s personal emotions to work with him/her. Hejase EI FEB 2018
Control Over EI Observing others’ reactions towards one’s emotional behavior. Testing and developing one’s emotional intelligence. Hejase EI FEB 2018
EI Versus IQ EI IQ Gets you through life. Gets you through school. Can be improved throughout life. Accounts for 80% of person success in life. Gets you through school. Can’t increase. Predicts only 10 to 20% of person success in life. Hejase EI FEB 2018
Effect of EI on leadership Sharing authority and accountability with others. Encouraging people to create and articulate a shared vision and mission that is inspiring. Encouraging people to work interdependently to achieve a shared goal. Creating an organization in which individuals can be and do their best to achieve shared goals. Creating mechanism so that meaningful and whole-hearted participation can happen. Exercising personal power ensuring that the best decisions are made yet refusing to be treated as or to regard oneself as a heroic leader. Hejase EI FEB 2018
Developing EI in organizations: optimal process Source: Stys, Yvonne, & Brown, Shelley L. (2004), p. 38. Hejase EI FEB 2018
How do organization get benefit from EI? Organizational commitment to a basic strategy Collaboration, support and sharing resources Initiative to stimulate improvements in performance Innovation, risk taking and learning together Open communication and trust-building with all stakeholders A passion for competition and continual improvement Building relationships inside and outside that offer competitive advantage A balance between the human and financial side of the organization’s agenda Hejase EI FEB 2018
Why apply EI? Increase job performance Gain competitive advantage Team building Team work Overcome conflict Help understanding differences Building trust Solve interpersonal problems Increase Self-Awareness Increase Self-Responsibility Increase Self-Control How to accept others Develop friendships Hejase EI FEB 2018
Application to Lebanon Furthermore, the research by Hejase et al. (2017) shows that respondents appear to link EI only to motivation (chosen by 85.6% of the respondents) and social skills (chosen by 53.2%), leaving behind self-awareness (chosen by 33.2%), self-regulation (chosen by 28.4%) and empathy (chosen by 20.8%). In other words, respondents appear not to have ample knowledge of the different five aspects of Emotional Intelligence. Hejase et al. (2017) contend that the Knowledge Assessment point of view extracted from the research results show that though 75.2% of the respondents said that they have heard of EI, only 64.6% are aware of EI added values, and 77.6% agree that it helps managers make better decisions. Hejase EI FEB 2018
Application to Lebanon Hejase et al. (2017) research shows that 64.8% of the respondents claim that EI is an important criterion in recruitment nowadays, and 72% agree that it is important for measuring promotional readiness. On the other hand, 88.8% of the respondents agree that the manager’s EI helps improve their performance at work. Hejase EI FEB 2018
Conclusion Though Lebanese managers like the flashy definitions of EI, they are still not aware of the true professional implementation of such definitions; their knowledge is limited to what school has taught them and how their religious beliefs have shaped their attitude. Mostly, to managers, respecting the employees and sympathizing with their situations is the mere EI behavior they think of. It is important that managers learn about EI aspects, means of implementation, and evaluation in order for them to build better practices with their employees and therefore motivate them. Hejase EI FEB 2018
Conclusion EI is important in our personal and work life. EI can be trained Applying EI help in overcoming problems EI helps in decision making Build self-awareness, self-responsibility, and self-control, and to know how to accept others, develop friendships, and work within teams. Hejase EI FEB 2018
References Dattner, Ben (n.d.). Succeeding with Emotional Intelligence. Retrieved February 21, 2018, from http://dattnerconsulting.com/presentations-files/ei.pdf Goleman, D. (1998). Working with Emotional Intelligence. New York: Bantam Books. Goleman, D., Boyatzis, R., & McKee, A. (2002). Primal Leadership: Realizing the Power of Emotional Intelligence. Boston, MA: Harvard Business School Press. Hejase, Hussin Jose, Al-Sayed, Souhaila, Haddad, Ziad & Hamdar, Bassam (2012). Applying Emotional Intelligence in Lebanon: An Exploratory Study. Universal Journal of Management and Social Sciences, 2(6),13-35. Hejase, Hussin Jose, Hamdar, B., Noureddin, M., Hejase, A. J., & Nsouli, F. (2017). Assessment of the Relationship between Managers’ Emotional Intelligence and Employees’ Motivation. The Journal of Middle East and North Africa Sciences, 3(4), 27-47. Mayer, J. D. & Salovey, P. (1997). What is Emotional Intelligence? In P. Salovey & D. Sluyter (Eds). Emotional Development and Emotional Intelligence: Implications for Educators (pp. 3-31). New York: Basic Books. Reilly, A., Karounos, T. (2009). Exploring the Link between Emotional Intelligence and Cross-Cultural Leadership Effectiveness. Journal of International Business and Cultural Studies 1(1). 1-13. Russell, Jeffrey (2008). Emotional Intelligence. Annual Conference: Wisconsin Association of Equal Opportunity [Power Point Presentation]. Retrieved February 18, 2018, from https://www.slideshare.net/JeffreyLeeRussell/emotional-intelligence-2577818 Stys, Yvonne, & Brown, Shelley L. (2004, March). A Review of the Emotional Intelligence Literature and Implications for Corrections. Research Report 2004 N° R-150. Research Branch Correctional Service of Canada. Retrieved February 19, 2018, from http://www.csc-scc.gc.ca/research/092/005008-0150-eng.pdf Hejase EI FEB 2018