1. Colbourne College Organisational Behaviour Unit 12 – Week Nine
Facilitator: Dr Paul B. Thompson

2. Learning Objective 2
Evaluate how to motivate individuals and teams to achieve a goal

3. What is Emotional Intelligence
The capacity for recognising our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships (Goleman, 1998)

4. Emotional Intelligence
Emotional intelligence is the ability to recognize your emotions, understand what they are telling you, and realize how your emotions affect people around you. It also involves your perception of others: when you understand how they feel, this allows you to manage relationships more effectively.

5. Emotional Intelligence
Emotional Intelligence, EI, involves a combination of competencies which allow a person to be aware of, to understand, and to be in control of their own emotions, to recognise and understand the emotions of others, and to use this knowledge to foster their success and the success of others (Emotional Intelligence, 2017, Bookboon.com).

6. Emotional Intelligence
Emotional intelligence is the ability to recognize your emotions, understand what they are telling you, and realize how your emotions affect people around you.
It also involves your perception of others: when you understand how they feel, this allows you to manage relationships more effectively.

7. Qualities With High Levels of EI
Motivation
Friendship
Focus
Fulfillment
Peace of Mind
Awareness
Balance
Self-control
Freedom
Autonomy
Contentment
Appreciation
Connection
Desire

8. Qualities With Low Levels of EI
Loneliness
Fear
Frustration
Guilt
Emptiness
Bitterness
Depression
Instability
Lethargy
Disappointment
Obligation
Resentment
Anger
Dependence
Victimization
Failure

9. Emotional Intelligence Competencies and Associated Skills

10. Self-Awareness
People with high emotional intelligence are usually very self-aware. They understand their emotions, and because of this, they don't let their feelings rule them.
It is the ability to recognise and understand one’s moods, emotions, and drives, as well as their effect on others (Dessler, 2000)
Persons who are self-aware are confident – because they trust their intuition and don't let their emotions get out of control.

11. Self-Awareness
They are also willing to take an honest look at themselves. They know their strengths and weaknesses, and they work on these areas so they can perform better.
Many people believe that this self-awareness competence is the most important part of emotional intelligence.

12. Self-Awareness Skills
Emotional Self-Awareness
Accurate Self-Assessment
Self-Confidence

13. Self-Regulation/Self-Management
This is the ability to control emotions and impulses. They recover well from emotional distress
People who self-regulate typically don't allow themselves to become too angry or jealous, and they don't make impulsive, careless decisions.
They think before they act. Characteristics of self-regulation are thoughtfulness, comfort with change and ambiguity, integrity, and the ability to say no.

14. Self-Regulation Skills
Self-Control
Trustworthiness
Conscientiousness
Adaptability
Achievement-Orientation
Initiative

15. Motivation
People with a high degree of emotional intelligence are usually motivated.
They are willing to defer immediate results for long-term success.
They are highly productive, love a challenge, and are very effective in whatever they do.
They have a passion for work for reasons that go beyond money or status (Dessler, 2000)

16. Motivation
Persons with the Motivation competence have a propensity to pursue goals with energy and persistence
They have a strong drive to achieve
They are optimistic, even in the face of failure
They show strong organizational commitment (Dessler, 2000).

17. Empathy/Social Awareness
This is perhaps the second-most important element of emotional intelligence. Empathy is the ability to identify with and understand the wants, needs, and viewpoints of those around you.
People with empathy are good at recognizing the feelings of others, even when those feelings may not be obvious.

18. Empathy
As a result, empathetic people are usually excellent at managing relationships, listening, and relating to others.
They avoid stereotyping and judging too quickly, and they live their lives in a very open, honest way.
They exhibit expertise in building and retaining talent
They excel in service to clients and customers and show cross-cultural sensitivity (Dessler, 2000)

19. Social Skills
It's usually easy to talk to and like people with good social skills, another sign of high emotional intelligence.
Those with strong social skills are typically team players. Rather than focus on their own success first, they help others develop and shine.
They can manage disputes, are excellent communicators, and are masters at building and maintaining relationships.

20. Social Skills
Persons who have this competency are proficient in managing relationships and building networks.
They have the ability to find common ground and build rapport, accurately reading social situations
They are persuasive, effective in leading change (Dessler, 2000)
They are good at leading, negotiating, and settling disputes (Goleman, 1998).

21. Social Skills Influence Leadership Developing Others Communication
Catalyst
Change Management
Building Bonds
Team Work and Collaboration
John C. Maxwell’s The 5 Levels of Leadership, addresses leadership skills and behaviours which are consistent with Emotional Intelligence.

22. Importance of EI for Managers
Jones and George (2105) point out that when store managers experienced positive moods at work, salespeople in their stores provided high-quality customer service and were less likely to quit
Groups whose leaders experienced positive moods had better coordination, whereas groups whose leaders experienced negative moods exerted more effort

23. Importance of EI for Managers
EI may help leaders develop a vision for their organisations, motivate their subordinates to commit to this vision, and energise them to work enthusiastically to work to achieve this vision.
EI also plays a crucial role in how leaders relate to and deal with their followers, especially in encouraging them to be creative. Leaders with high EI are more likely to understand all the emotions related to creative endeavours (Jones & George, 2015).

24. Importance of EI for Managers
EI has been shown to be positively related to job performance at all levels. Employees at Lucent Technologies whom their peers regarded as stars, were better at relating to others. EI and not academic excellence, characterised high performance.
For the US Air Force, it was discovered that top performing recruiters exhibited high levels of EI (Robbins & Coulter, 2009).
Refer to EI in Bookboon.com pp for other examples of the value of EI for leaders and leadership.

25. Emotional Intelligence at Work
Emotional Intelligence at work is about how people and relationships function:
relationships between colleagues, between directors and staff;
relationships between the organisation and its customers, stakeholders, suppliers, competitors, networking contacts, … everyone.

26. Emotional Intelligence at Work
An organisation which is emotionally intelligent has staff who are:
motivated, productive, efficient, aligned with the business, and committed;
effective, confident, likable, happy, and rewarded.
Emotional intelligence is applicable to every human interaction in business: from staff motivation to customer service, from brainstorming to company presentations.

27. Emotional Intelligence at Work
emotional intelligence must be able to understand and deal with:
how we assess people
how relationships develop
how our beliefs generate our experience
resistance to change, power struggles, judgment, competition, vision, leadership, success, and much more.

28. Emotional Intelligence at Work
A business in which the staff are emotionally intelligent is one which enables them to work together to maximum effectiveness. This can only increase the organisation’s success, however measured.
Emotional intelligence is essential for excellence.