Emotional Intelligence and Organisational behaviour

Emotional Intelligence and its application in Organisational Behaviour

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Presented by Sanoob Sidiq and Kavitha Josi
MBA
SMS CUSAT

2. Presented by

Sanoob Sidiq (45)
Kavitha Joshi (23)
MBA (FT) SMS CUSAT

3. Emotional Intelligence

Presented by
Sanoob Sidiq (45)
Kavitha Joshi (23)

MBA (FT) SMS CUSAT

4. Emotion
+ A mental state that arises spontaneously
rather than through conscious effort and is

often accompanied by physiological changes ;
a feeling

+ A state of mental agitation or disturbance

Intelligence

+ 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.

5. ®

E
3
=

Emotional Intelligence

“Emotional intelligence refers to the capacity for
recognizing our own feelings and those of others,
for motivating ourselves , and for managing
emotions well in ourselves and our relationships”
(goleman,1989)

6. Where did it come from

In 1983, Gardner first published his theory, derived
from extensive brain research, on Multiple Intelligence
including intrapersonal (self awareness/self
management) and interpersonal (relationship
awareness/management)

Reuven Bar-On (1988) has placed El in the context of
personality theory, specifically a model of well-being

Peter Salovey and John Mayer first proposed their
theory of emotional intelligence (El) in 1990 and
defined it

Goleman (1995-2003) has popularized the concept of
emotional intelligence and formulated El in terms of a
theory

7. Four Areas of Emotional Intelligence

Self
Awareness

Awareness

El
Q
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w
i ©
23
SE
az
eZ
2z
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E
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=
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Self Relationship
Management | Management

Actions

Positive impact
on others

8. Self Awareness

+ EMOTIONAL SELF-AWARENESS
+ ACCURATE SELF ASSESSMENT
+ SELF CONFIDENCE.

9. Self Management
+ EMOTIONAL SELF-CONTROL
+ TRANSPARENCY
+ ADAPTABILITY
+ ACHIEVEMENT
+ INITIATIVE
+ OPTIMISM

10. Social Awareness

- Empathy

- Organizational Awareness
« Service Orientation

11. Relationship Management

+ INSPIRATIONAL LEADERSHIP

+ INFLUENCE.

+ DEVELOPING OTHERS.

+ CHANGE CATALYST.

+ CONFLICT MANAGEMENT.

+ TEAMWORK and COLLABORATION

12. Models of El

Ability Model

Mixed Model

13. The Mayer-Salovey Model

It defines the ability to perceive, understand, manage
and use emotions to facilitate thinking.

Perceiving Using
Emotions Emotions

Managing

Understanding Emoti
motions

Emotions

14. Perceiving
Emotions

+ The ability to detect and decipher emotions in
faces, pictures and voices

+ Initial and most basic area related to non
verbal reception and expression

+ A person's ability to recognize basic
emotions in faces likely to precede the ability
to detect the faking of emotional

@ereai expressions(Mayer & Salovey 1997)

15. Using
Emotions

+ Using Emotions to
facilitate thought

+ Ability to harness
emotions to facilitate
cognitive activities

16. Understanding
Emotions

Ability to Comprehend
emotion Language

17. Managing
Emotions

+ Ability that allows you to manage emotions
in yourself and others

- High El persons can harness emotions, and
manage them to achieve intended goals

18. The Mayer-Salovey Model

It defines the ability to perceive, understand, manage
and use emotions to facilitate thinking.

Perceiving Using
Emotions Emotions

Managing

Understanding Emoti
motions

Emotions

19. Trait Model

« Proposed by Konstantinos Vasilis Petrides
+ a constellation of emotional self-perceptions
located at the lower levels of personality

Four Factors of Trait Model

x

Emotionality

Well Being

Sociability Self-Control

20. Mixed Model

The model introduced by Daniel Goleman focuses
on El as a wide array of competencies and skills
that drive leadership performance

Self-awareness -

Self-regulation -
considering nee
other people's
feelings
especially when
making decisions

the desired
direction

23. Self-regulation -
involves controlling
or redirecting one's
disruptive emotions

and impulses and
adapting to changing
circumstances.

24. Social skill —
managing
relationships to
move people in
the desired
direction

——

25. Empathy -
considering
other people's

feelings
especially when
naking decisions

26. Mixed Model

The model introduced by Daniel Goleman focuses
on El as a wide array of competencies and skills
that drive leadership performance

Self-awareness -

Self-regulation -
considering nee
other people's
feelings
especially when
making decisions

the desired
direction

28. “When leaders feel excited, enthusiastic, and
active they may likely to energize their
subordinates and convey a sense of efficacy,
competence, optimism and enjoyment."

(Robbins et al, 2011)

29. «

CASE EXAMPLES

30. 2
=
3
3
Fr
2
<=

At L'Oreal, sales agents selected on the basis of
certain emotional competencies significantly

outsold salespeople selected using the company's
old selection procedure.

On an annual basis, salespeople selected on the
basis of emotional competence sold $91,370 more
than other salespeople did, for a net revenue
increase of $2,558,360.

Salespeople selected on the basis of emotional
competence also had 63% less turnover during the
first year than those selected in the typical way

(Spencer & Spencer, 1993; Spencer, McClelland, &
Kelner, 1997)

31. i ee << |

At L'Oreal, sales agents selected on the basis of
certain emotional competencies significantly
outsold salespeople selected using the company's
old selection procedure.

On an annual basis, salespeople selected on the
basis of emotional competence sold $91,370 more
than other salespeople did, for a net revenue
increase of $2,558,360.

Salespeople selected on the basis of emotional
competence also had 63% less turnover during the
first year than those selected in the typical way

(Spencer & Spencer, 1993; Spencer, McClelland, &
Kelner, 1997).

Diprezı

32. elected on the
d $91,370 more
et revenue

@erezi

33. Conclusion

+ El is not the only core factor in job
performance for a manager

« But it is one of the most important factor
+ El Cooperates with IQ

+ El is essential in good leadership

34. References

- www.danielgoleman.info

+ http://en.wikipedia.org/wiki/Emotional_intelligence

- The Business Case for Emotional Intelligence - Cary Cherniss,
Ph.D. Rutgers University

+ TED Talk - Emotional Intelligence- How Good Leaders Become
Great -- 2014 UC Davis Executive Leadership Program

+ Organizational Behaviour - Shashi K Gupta & Rosy Joshi - Kalyani
Publications

+ Image Courtesy - School Children -
http://blogs.rockyview.ab.ca/wp-content/uploads/201 2/1 1/middle-
school_Medium1 jpg

- El Diagram - http://blogs.rockyview.ab.ca/wp-
content/uploads/2012/11/middle-school_Medium1.jpg

36. Emotional Intelligence

Presented by
Sanoob Sidiq (45)
Kavitha Joshi (23)

MBA (FT) SMS CUSAT