1. SOCIAL AWARENESS...
PRESENTATION BY:
RITIKA NAIR

2. CHANGE IS THE ONLY CONSTANT, TRENDS CHANGE...
Until the recent past, the decisive factor of production was the land, and later capital
Today, decisive factor is man himself, his knowledge, his capacity to interrelate and understand his organization, as well as his ability to perceive needs of others and to satisfy them.
CHANGE IS THE ONLY CONSTANT, TRENDS CHANGE...
A paradigm shift in the decisive factor of production

3. SOCIAL AWARENESS
Social awareness alludes to an individual's understanding of how to achieve social competence. It implies to the ability to understand people, and to understand how to act within social events. Social awareness, therefore, underlies the competent use of social skills. Social awareness consists of sensitivity, insight and communication.
Sensitivity is the ability to perceive social nuances;
Insight is the ability to interpret social situations, to read
people and to understand verbal and nonverbal social cues;
Communication is the ability to act, based on sensitivity and
insight.
SOURCE: Black and Langone, 1997).

4. 5. COMPONENTS OF SOCIAL AWARENESS...
EMPATHY: Sensing others’ feelings,
perspective, and taking active interest in their concerns.
SERVICE ORIENTATION: Anticipating, Recognizing,
and meeting customers’ needs.
POLITICAL AWARENESS: Accurately read situations and organizational and external realities
DEVELOPING OTHERS: Sensing their needs in order to develop & bolster their abilities.
LEVERAGING DIVERSITY: Cultivating opportunities through diverse people.

5. PRACTICES: THAT CULTIVATE EMOTIONAL INTELLIGENCE IN THE WORKPLACE...

6. ENCOURAGE TRANSFER AND MAINTENANCE OF CHANGE
DOING THE WORK OF CHANGE
Foster a positive relationship between
the trainers and learners
Make change self-directed
Set clear goals
Break goals into manageable steps
Provide opportunities to practice
Monitor performance and give feedback
Rely on experiential methods
Build in support
Use models
Enhance insight
PAVING THE WAY
Assess the organization’s needs
Assess the individual
Deliver assessments with care
Maximize learner choice
Encourage people to participate
Link learning goals to
personal values
Adjust expectations
Gauge readiness
ENCOURAGE TRANSFER AND MAINTENANCE OF
CHANGE
Encourage use of skills on the job
Develop an organizational culture that
supports learning
EVALUATE THE CHANGE
• Evaluate
Source: Consortium for Research on Emotional Intelligence

7. Source: Consortium for Research on Emotional Intelligence. 1998.

8. FACTORS OF EMOTIONAL INTELLIGENCE
INTRA-PERSONAL
Self-Regard
Emotional Self-Awareness
Assertiveness
Independence
Self-Actualization
INTER-PERSONAL
Empathy
Social Responsibility
Interpersonal Relationships
STRESS MANAGEMENT
Stress Tolerance
Impulse Control
ADAPTABILITY
Reality Testing
Flexibility
Problem Solving
GENERAL MOOD
Optimism
Happiness
Source: Consortium for Research on Emotional Intelligence

9. RELATIONSHIP: EMOTIONAL INTELLIGENCE, LEADERSHIP STYLES AND TEAMS

10. WHAT MAKES A GREAT EXECUTIVE LEADERSHIP TEAM?
Top Team A
Skilled, Smart, Strategic Members
Highly Analytical Thinkers
Solid Leadership Capabilities
Performance Results: Outstanding
Top Team B
Skilled, Smart, Strategic Members
Highly Analytical Thinkers
Solid Leadership Capabilities
Performance Results:
Mediocre
Source: Consortium for Research on Emotional Intelligence

11. Three main conditions for team success.
LEADERS OF OUTSTANDING TEAMS PULL TOGETHER CONDITIONS NECESSARY FOR TEAM SUCCESS...
Three main conditions for team success.
DEVELOPMENT
DIRECTION
STRUCTURE
PEOPLE
LEADERSHIP
SUPPORT
RESULTS
CONDITIONS
If leaders of outstanding teams don’t focus on the same things as more charismatic organizational leaders, what do they focus on?
Our findings pinpointed five key conditions which support team effectiveness. The three conditions in the center of the graphic---direction, structure, and people---must be focused on when launching (or re-motivating) a team. The supporting conditions (support and development) keep a team functioning at the peak of performance.
Leaders of outstanding teams monitor and manage all five of these conditions, obtaining outstanding results by these efforts.

12. THE OUTSTANDING LEADER’S MANAGERIAL STYLES...
Typical
Poor
100% 90 80 70 60 50 40 30 20 10 77 29 24 29 61 74 69 64 51 43 56 63 8 41 60 12 46 54
As this data clearly shows, leaders of outstanding teams rely more on the Democratic, Coaching, Authoritative and Affiliative styles than do leaders of typical and poor teams. These styles encourage dialogue within the team, opening the team to the strengths of all its members, rather than relying on the leader alone.
As we discussed earlier, leaders of outstanding teams behave differently than outstanding leaders. This is borne out in the style data. Interestingly, the Affiliative and Democratic style are more important here than what we typically see for outstanding leaders; conversely the Authoritative style is typically higher for outstanding leaders than seen here.
Leaders of poor teams, on the other hand, rely much more on Coercive and Pacesetting as dominant styles, styles which can shut the team down.
Coercive
Authori- tative
Affiliative
Demo- cratic
Pace- setting
Coaching

13. GUESS THE EMOTION!!! NEUTRAL SURPRISE DISGUST FEAR HAPPY/JOY CONFUSED
SAD
ANGER

14. HOW DOES EQ DIFFER FROM IQ?
EMOTINAL QUOTIENT
INTELLIGENCE QUOTIENT
Focus: developing an understanding of and an ability to manage emotions
Focus: developing one’s cognitive abilities; more academically oriented
Can be enhanced throughout one’s life
Generally thought to be largely established at birth and cannot be enhanced
Recently understood to be an important predictor of one’s potential for success
Has been traditionally used to predict potential for one’s success
Fosters understanding and management of own emotions
Allows development of needed knowledge base
Promotes positive relationships
Enables development of technical skills and abilities
Increases self-motivation and drive
Enables conceptual thinking

15. MYTHS ABOUT EI...
There is no place for emotions in life; facts are more solid
EI involves telling everyone how you feel all of the time
We should only focus on positive emotions, not negative ones
EI is just another soft skills fad with nothing new to offer
SOURCE: Louise Hart

16. EI BENEFITS... Improved relationships
Improved communication with others
Better empathy skills
Improved career prospects
Manage change more confidently
Relationships:
Better able to empathize with colleagues, friends
Communication:
EI develops a whole set of skills and strategies for more meaningful communcation
Empathy:
Ability to understand another’s feelings will aid our ability to influence effectively and develop relationships
Career prospects:
All managers wants to employ someone who is emotionally intelligcent – they won’t necessarily call it that thought (more likely to be creativity, communication, flexibility, work as part of team, proactivity skills)
Manage change more confidently:
Gives confidence to embrace and manage change.
SOURCE: McBride & Maitland 2002

17. REFERENCES...
Antonakis, J. (2003). Why “Emotional Intelligence” does not predict leadership effectiveness: a comment on Prati, Douglas, Ferris, Ammeter, and Buckley. The International Journal of Organizational Analysis, 11(4),
Ashkanasy, N. M., & Daus, C. S. (2002). Emotion in the workplace: the challenge for managers. Academy of Management Executive, 16(1),
Aydin, M. D., Leblebici, D. N., Arslan, M., Kilic, M., & Oktem, M. K. (2005). The impact of IQ and EQ on pre-eminent achievement in organizations: implications for hiring decisions of HRM specialists. The International Journal of Human Resource Management, 16(5),
Carson, K. D., Carson, P. P., Fontenot, G., & Burdin J. J. (2005). Structured interview questions for selecting productive, emotionally mature, and helpful employees. The Health Care Manager, 24(3),
Cote, S., & Miners, C. T. H. (2006). Emotional intelligence, cognitive intelligence, and job performance. Administrative Science Quarterly, 51(1),