Emotional intelligence
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The document discusses emotional intelligence and its importance in organizational behavior. It defines emotions, moods, and different models of emotional intelligence. Emotional intelligence comprises self-awareness, self-regulation, motivation, empathy, and social skills. Developing emotional intelligence in the workplace is important for relationship management, decision-making, leadership, and customer service. A lack of emotional intelligence can negatively impact relationships, decisions, and career advancement.
Emotional intelligence
- 1. EMOTIONAL INTELLIGENCE ORGANIZATIONAL BEHAVIOUR Presented To : DR. TEJINDER PAL SINGH Presented By : KOMAL SAHI
- 2. What Are Emotions and Moods? Affect A broad range of emotions that people experience Emotions Intense feelings that are directed at someone or something
- 3. Emotions Defined Psychological, behavioral, and physiological episodes experienced towards an object, person, or event that create a state of readiness. Most emotions occur without our awareness Moods – lower intensity emotions without any specific target source
- 4. Aspects of Emotions Biology of Emotions Originate in brain’s limbic system Intensity of Emotions Personality and Job requirements Frequency and Duration of Emotions How often emotions are exhibited How long emotions are displayed Functions of Emotions Critical for rational thinking Motivate people
- 5. Sources of Emotions and Moods Personality Day and Time of the Week Weather Illusory correlation Stress Social Activities Sleep Exercise Age Gender
- 7. Why Emotions Were Ignored in OB? The “myth of rationality” Emotions of any kind are disruptive to organizations. Original OB focus was solely on the effects of strong negative emotions that interfered with individual and organizational efficiency.
- 9. OB Applications of Emotions and Moods Emotions and Selection Emotions affect employee effectiveness. Decision Making Emotions are an important part of the decision- making process in organizations. Creativity Positive mood increases creativity. Motivation Emotional commitment to work and high motivation are strongly linked Leadership Emotions are important to acceptance of messages from organizational leaders.
- 10. Interpersonal Conflict Conflict in the workplace and individual emotions are strongly intertwined. Negotiation Emotions can impair negotiations. Customer Services Emotions affect service quality delivered to customers which, in turn, affects customer relationships. Job Attitudes Can carry over to home Deviant Workplace Behaviors Negative emotions lead to employee deviance (actions that violate norms and threaten the organization).
- 11. INTELLIGENCE DEFINED • The ability to learn or understand or to deal with new or trying situations : the skilled use of reason • The cognitive abilities of an individual to learn from experience, to reason well, and to cope effectively with the demands of daily living.
- 12. IQ vs. EQ IQ AND EQ IQ defines how smart you are, EQ defines how well you use what smarts you have. IQ gets you hired, while EQ gets you promoted.
- 14. Intelligence Core Components End-States Logical- mathematical Linguistic Musical Spatial Sensitivity to, and capacity to discern, logical or numerical patterns; ability to handle long chains of reasoning. Sensitivity to the sounds, rhythms, and meanings of words; sensitivity to the different functions of language. Abilities to produce and appreciate rhythm, pitch, and timbre; appreciation of the forms of musical expressiveness. Capacities to perceive the visual-spatial world accurately and to perform transformations on ones initial perceptions. Scientist Mathematician Poet Journalist Violinist Composer Sculptor Navigator Gardner’s Seven Intelligences
- 15. Gardner’s Seven Intelligences Intelligence Core Components End-States Bodily- Kinesthetic Interpersonal Intrapersonal Abilities to control ones body movements and to handle objects skillfully. Capacities to discern and respond appropriately to the moods, temperaments, motivations, and desires of other people. Access to ones own feelings and the ability to discriminate among them and draw upon them to guide behavior; knowledge of one’s own strengths, weaknesses, desires, and intelligences. Dancer Athlete Therapist Salesman Person with detailed accurate self- knowledge
- 16. Emotional Intelligence Emotional Intelligence is • The Ability of an individual to deal successfully with other people • To manage one’s self • Motivate other people • Understand one's own feelings & • Appropriately respond to the everyday environment
- 20. NEED Important deciding factor for RELATIONSHIP MANAGEMENT resulting in motivation, retention , self management & managing others. Bosses and leaders, in particular, need high EQ because they represent the organization to the public, they interact with the highest number of people within and outside the organization and they set the tone for employee morale.
- 21. Why Emotional Intelligence is necessary Help to manage effective relationship. Help them being focussed and stay on track by remembering purpose & vision.
- 22. The 5 Biggest Reasons why new hires fail Coachability 26% Emotional Intelligence 23% Motivation 17% Temperament 15% Technical Competence 11% - Leadership IQ
- 23. Mayer-Salovey Model MSCEIT Performance or ability measure Bar-On Model EQ-I Self-report measure Goleman Model ECI - Self Report Measure 360 measure MEASUREMENT OF EI
- 24. (A) Mayer-Salovey-Caruso Model (MSCEIT) Scales Identify emotions in faces Using Emotions to Facilitate Thought: use emotions to solve problems Understanding Emotions: figure out what makes people “tick” Managing Emotions: make optimal decisions
- 25. IDENTIFY FACILITATE UNDERSTAND MANAGE EXPERIENTIAL STRATEGIC Mayer, Salovey, Caruso Emotional Intelligence Test FACES PICTURES SENSATIONS FACILITATE CHANGES BLENDS EMOT. RELAT. EMOT. MAN.
- 26. (B) Dr. BarOn and Emotional Intelligence Dr. Reuven Bar-On began in 1980 factors that were related to success in life why some people with moderate IQ do well in life while others with high IQ fail Distinct from IQ (cognitive intelligence) components resemble personality factors, but can change and can be altered
- 28. BarOn/EQ-i Factors Intra-Personal Emotional Self-Awareness Assertiveness Self-Regard Self-Actualization Independence Inter-Personal Interpersonal Relationship Empathy Social Responsibility Adaptability Problem Solving Flexibility Reality Testing Stress Management Stress Tolerance Impulse Control General Mood Optimism Happiness
- 29. Social Awareness Self- management Perceiving and understanding the meaning of others’ emotions Managing our own emotions Self-awareness perceiving and understanding the meaning of your own emotions Relationship Management Managing other people’s emotions Lowest Highest (C) Goleman Model of Emotional Intelligence 4-29
- 30. Emotional Intelligence Competencies Self-awareness Social awareness Self-management Relationship management Self (personal competence) Other (social competence) Recognition of emotions Regulation of emotions 4-30
- 32. 1. Self-awareness “Knowing what we are feeling in the moment, and using those preferences to guide our decision making; having a realistic assessment of our own abilities and a well grounded sense of self confidence.” Knowing one’s internal states, preferences, resources, and intuitions •Emotional awareness •Accurate self-assessment •Self-confidence
- 33. 2. Self-regulation “Handling our emotions so that they facilitate rather than interfere with the task at hand; being conscientious and delaying gratification to pursue goals; recovering well from emotional distress.” Managing one’s internal states, impulses and resources •Self-control •Trustworthiness •Conscientiousness •Adaptability •Innovation
- 34. 3. Motivation “Using our deepest preferences to move and guide us to our goals; to help us take initiative and strive to improve; and to persevere in the face of setbacks and frustrations.” Emotional tendencies that guide or facilitate reaching goals •Achievement drive •Commitment •Initiative •Optimism
- 35. 4. Empathy “Sensing what people are feeling, being able to take their perspective, and cultivating rapport and attunement with a broad diversity of people.” Awareness of other’s feelings, needs and concerns •Understanding others •Service orientation •Leveraging diversity •Political awareness
- 36. 5. Social Skills “Handling emotions in relationships well and accurately reading social situations and networks; interacting smoothly; using these skills to persuade and lead, negotiate and settle disputes, for cooperation and teamwork.” Adeptness at inducing desirable responses in others • Influence • Communication • Leadership • Building bonds • Collaboration and cooperation
- 37. Affective Events Theory (AET)
- 38. Developing EI in Workplace Developing EI in the workplace means acknowledging that emotions are always present, and doing something intelligent with them. People derail because of classic emotional failings, not the lack of technical skills
- 39. Applying EI in Business Organization Human Resource Planning Job Profiling Recruitment, Interviewing & Training Management Development Customer relations &Customer Service Emotional support Leadership
- 40. There are the adverse consequences to have low Emotional Intelligence. These includes- •Relationship Problems •Rage in Workplace
- 41. •Poor Decision Making Capability •Failure to advance in career
- 42. Improving Emotional Intelligence Emotional intelligence is a set of competencies (aptitudes, skills) Can be learned, especially through coaching EI increases with age – maturity Job Satisfaction A person's evaluation of his or her job and work context A collection of attitudes about specific facets of the job 4-42
- 43. EVLN: Responses to Dissatisfaction Loyalty Voice Exit Neglect • Leaving the situation • Quitting, transferring • Changing the situation • Problem solving, complaining • Patiently waiting for the situation to improve • Reducing work effort/quality • Increasing absenteeism
- 44. Organizational Commitment Affective commitment Emotional attachment to, identification with, and involvement in an organization Continuance commitment Calculative attachment – stay because too costly to quit 4-44
- 45. Building (Affective) commitment Shared Values • Values congruence Justice/ Support • Apply humanitarian values • Support employee wellbeing Employee Involvement • Employees feel part of company • Involvement demonstrates trust Organisational Comprehension • Know firm’s past/present/future • Open and rapid communication Trust • Employees trust org leaders • Job security supports trust
- 46. Work Overload and Task Control Stressors Work Overload Stressor Working more hours, more intensely than one can cope Affected by globalization, consumerism, ideal worker norm Task Control Stressor Due to lack control over how and when tasks are performed Stress increases with responsibility 4-46
- 47. Cynicism Reduced Personal Accomplishment Physiological, psychological, and behavioral consequences Emotional Exhaustion Interpersonal and Role-Related Stressors Job Burnout Process 4-47
- 48. Summary and Implications Emotions and moods can affect job performance. You can’t control the employees’ emotions and moods. But managers who understand the role of emotions and moods will significantly improve their ability to explain and predict their coworkers’ behavior .