Emotional Intelligence: A Competitive Advantage to Greek Leadership

Emotional Intelligence: A
Competitive Advantage
to Greek Leadership
Dan Bureau, University of Illinois at
Urbana-Champaign
Marsha Carrasco, DePaul University
Kyle Pendleton, Northwestern University
Emotional Intelligence: A
Competitive Advantage
to Greek Leadership
Resources borrowed from:
Marcy Shankman
Northwestern Emerging Leaders Course
University of Illinois Leadership Center
Books related on and related to EI
What is Emotional Intelligence?
• Factors that are related to success in life, work,
•
•
•
and all that people do
Helps us understand why some people will
perform more effectively than some others
Different than IQ (cognitive intelligence)
A dynamic process of learning skills to
understand yourself and others
– Most widely studied by Daniel Goleman (“Primal
Leadership” (2002), “Working with Emotional
Intelligence” (1998), “Emotional Intelligence” (1995)
What is Emotional Intelligence?
• Emotional intelligence is a LEARNABLE
ability. In Working with Emotional
Intelligence, Goleman (1998) writes that
EI…
“refers to the capacity for recognizing our own
feelings and those of others, for motivating
ourselves, and for managing emotions well in
ourselves and in our relationships” (p. 317)
What Emotional Intelligence isn’t…
• Cognitive Intelligence (IQ)
• Aptitude
• Achievement
• Vocational Interest
• Personality
• Static – results can change over time
What do we know about IQ?
•
•
•
•
•
•
•
•
•
Good predictor of academic performance
Does not predict success in life
Predicts approximately six percent of job success
Peaks in late-teens
Culture Bound
Racial controversies
Can help with entrance into colleges and jobs
Can help you get hired
It is always evolving and changing
Actions
Awareness
Four Areas of Emotional
Intelligence Self
Others
Self
Awareness
Self
Management
Social
Awareness
Relationship
Management
Positive impact
on others
Why study EI?
• Increasing EI makes individuals more efficient,
productive and successful
– The workforce is using EI all over the place
• Organizations can become more productive by
recruiting/hiring emotionally smart people and
by offering opportunities to enhance these skills
through involvement
– EI can be a way to help maximize the potential of
your members and in turn your organization
Why Study EI?
• Possessing skills related to EI can help you be prepared
to lead others
– Having the skills to lead are vital in managing complex
organizations
• Every day we will interact with others who possess
varying degrees of EI
– Being able to work with challenging people is a necessity for the
workplace and organization involvement
• You can assess the overall potential for your organization
– EI influences organizational culture as individuals know their
abilities to interface with others
– Organizations with high levels of EI may be more apt to succeed
The Need to Develop Emotional
Intelligence
• A survey of US employers reveals that:
– More than 50% of employees lack the motivation to keep
learning and improving
– 4 in 10 people cannot work cooperatively
– Only 19% of entry level applicants have adequate selfdiscipline for their jobs
– Leadership development programs yield disappointing
results, wasting billions of dollars
– 70% of all change initiatives fail due to people
issues—inability to lead, lack of teamwork, unwillingness to take initiative, inability to deal with change, etc.
– Primary derailer of top executives: a lack of
impulse control
Your Personal Development Plan
Application of EI
• Marcy Levy Shankman, PhD.
– Instrument developed to assess individual and
organizational emotional intelligence
– 57 questions will help you understand your current
skills and create a plan to advance skills in areas of
deficiency
– Learn your strengths, areas of improvement, and
create a plan for success
– She identifies four overall areas consisting of various
personal and social competencies:
Personal Competence
• Self-Awareness
– Emotional Self-Awareness
• Recognizing emotions and their impact
– Accurate Self-Assessment
• Knowing one’s strengths and limits
– Self-Confidence
• A strong sense of one’s self-worth and capabilities
Personal Competence (cont’d)
• Self-Management
– Emotional Self-Control
• Controlling disruptive impulses and emotions
– Transparency
• Displaying honesty and integrity; trustworthiness
– Adaptability
• Flexibility in adapting to changing situations
Personal Competence (cont’d)
• Self-Management (cont’d)
– Achievement
• The drive to improve performance based on inner
standards of excellence
– Initiative
• Readiness to act and seize opportunities
– Optimism
• Seeing the “upside” in all events
Social Competence
• Social Awareness
– Empathy
• Sensing the emotions of others; understanding
their perspective and taking an interest in their
concerns
– Organizational Awareness
• Reading the currents, decision networks, and
politics at the organizational level
– Service
• Recognizing and meeting the needs of followers
Social Competence (Cont’d)
• Relationship Management
– Inspirational leadership
• Guiding and motivating using a compelling vision
– Influence
• Wielding a range of tactics for persuasion
– Developing others
• Bolstering the abilities of others through guidance
and feedback
– Change Catalyst
• Initiating, Managing and Leading in a new direction
Social Competence (Cont’d)
• Relationship Management (cont’d)
– Conflict Management
• Resolving disagreements
– Building Bonds
• Cultivating and maintaining a web of relationships
– Teamwork and Collaboration
• Cooperation and Team Building
Your Personal Development Plan
Model for Self-Directed Change
Current
State
Tension
Goal
Implementation
Plan
Evaluation
Ideal
State
Model for Self-Directed Change
• Understanding the Gap between Actual and
Ideal
– What are my aspirations and goals?
– Do I have an accurate image of my strengths and
needs?
• Do I see myself as others see me?
• If not, do I have a plan to learn how others see me?
– Until I understand what others say about me, I
cannot internalize this information.
Good News!
• You can develop Emotional Intelligence!
– “Rewire” your responses to feelings.
– Change how you think about this.
– Alter your behavior.
Emotions
Thoughts
Behavior
Performance
Sorry, It Doesn’t Happen
Overnight
• Improving and sustaining Emotional
Intelligence takes a concerted effort over
Organizational
Integrated
several months.
IntervenInitiatives
Individual
Development
Prepackaged
Seminars
Minimal
results
In-house
Training
Some
behavioral
results
Sustained
individual
performance
improvement
with Coaching
and Measurement
Critical mass
for sustained
group
performance
improvement
tions
Sustained
organizational
improvement
Like Minded People?
Break into small groups
according to EI types
Strategies for Leading and
Managing Your Councils
Working through the Differences
Break into small groups
according to
EI areas of enhancement
The Leadership Practices
Inventory
Kouzes and Posner identify five
leadership styles for you to
develop skills to lead others
The Leadership Practices
Inventory
Handouts to review styles
Focus on Encouraging the Heart
– at the core of Emotional
Intelligence
Making Your Plan
Five goals for the year
Which EI skills will be necessary?
How will you develop skills you may
have scored lower in?
Your action plan should assist your
personally and as a council leader.
You should leave with one goal mapped
out; up to you about mapping out
other four goals.