Emotional Intelligence Supporting Information

Emotional intelligence has strong links to the life position of ADULT in Transactional analysis as it is about the
way you relate to yourself and to others. Developing emotional intelligence helps you to develop flexibility as
a leader making you a better leader for your people.

Despite the fact that Plato wrote ‘All learning has an emotional base’ over 2,000 years ago Emotional
Intelligence - EQ - is a relatively recent behavioural model, rising to prominence with Daniel Goleman's 1995
Book called 'Emotional Intelligence'. The early Emotional Intelligence theory was originally developed during
the 1970's and 80's by the work and writings of psychologists Howard Gardner (Harvard), Peter Salovey (Yale)
and John Mayer (New Hampshire).

The EQ concept argues that IQ, or conventional intelligence, is too narrow; that there are wider areas of
emotional intelligence that dictate and enable how successful we are. Success requires more than IQ
(Intelligence Quotient), which has tended to be the traditional measure of intelligence, ignoring essential
behavioural and character elements. We've all met people who are academically brilliant and yet are socially
and inter-personally inept. And we know that despite possessing a high IQ rating, success does not
automatically follow.

Why does emotional intelligence matter at work?

1. Engagement
Compelling evidence from Gallup shows that it's all about feelings. In their landmark research of over
two million working Americans, the Gallup team identified three critical factors that predict if an
employee is "engaged" -- and engaged employees are 50% more likely to stay in their jobs.

The three factors that inspire exceptional motivation and productivity are:
 The employee feels cared for by their supervisor.
 They received recognition or praise during the past seven days from someone in a leadership
position.
 They believe their employer is concerned about their development
The rewards were for the company as well as to the teams. The Gallup research on "engagement" (a
sense of emotional connection to the organization) makes the case for the financial rewards of
enhancing EQ in organizations.
Teams with higher engagement were:
 50% more likely to have lower turnover.
 56% more likely to have higher-than-average customer loyalty.
 38% more likely to have above-average productivity.
 27% more likely to report higher profitability

2. Productivity
Shifting to productivity, several studies link emotional competence in individuals and leadership to the
ability to get work accomplished. For example, a major sales study showed top performing sales clerks
are 12 times more productive than those at the bottom and 85 % more productive than an average
performer. About one-third of this difference is due to technical skill and cognitive ability while two-
thirds is due to emotional competence.

3. Absenteeism Reduction
One inhibitor to productivity is absenteeism -- and emotional competencies tied to stress
management are key to reducing this human and financial cost. Workers with high work pressures
and poor time management skills are twice as likely to miss work; employees who have strong self-
management skills cope better with work pressures.

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Emotional Intelligence Supporting Information
Case studies in manufacturing
Motorola manufacturing facility used HeartMath's stress and EQ programs, 93% of employees had an increase
in productivity.

Research from Persuric & Byham in 1996 showed that, after supervisors in manufacturing plant received
training in emotional competencies such as how to listen better and help employees resolve problems on their
own. After training:
 lost-time accidents were reduced by 50%,
 Formal grievances were reduced from an average of 15 per year to 3 per year
 The plant exceeded productivity goals by $250,000
There were no such changes in a control sample of supervisors who were not trained.

So what is emotional intelligence?

Essentially these are your ‘people smarts’ – how you relate to others and how you manage yourself.

Emotional intelligence - two aspects

The Goleman Model of EQ (the most commonly used in organisations as it defines behavioural competancies)
embraces two aspects:

 Self - Personal competence

 Others

And is split into five domains

Goleman identified the five 'domains' of EQ as:

1. Knowing your emotions – self awareness

2. Managing your own emotions – Self Regulation

3. Motivating you – self motivation

And

4. Recognising and understanding other people's emotions – social awareness

5. Managing relationships – social skills.

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1. SELF - AWARENESS

1.1. Emotional awareness: Recognising ones emotions and their effects. People with this competence:
 Know which emotions they are feeling and why
 Realize the links between their feelings and what they think, do, and say
 Recognize how their feelings affect their performance
 Have a guiding awareness of their values and goals
1.2. Accurate self-assessment: Knowing ones strengths and limits. People with this competence are:
 Aware of their strengths and weaknesses
 Reflective, learning from experience
 Open to candid feedback, new perspectives, continuous learning, and self development
 Able to show a sense of humour and perspective about themselves
1.3. Self-confidence: Sureness about ones self-worth and capabilities. People with this competence:
 Present themselves with self-assurance; having presence.
 Can voice views that are unpopular and go out on a limb for what is right
 Are decisive, able to make sound decisions despite uncertainties and pressures

2. SELF - REGULATION

2.1. Self-control: Managing disruptive emotions and impulses. People with this competence:
 Manage their impulsive feelings and distressing emotions well
 Stay composed, positive, and unflappable even in trying moments
 Think clearly and stay focused under pressure
2.2. Trustworthiness: Maintaining standards of honesty and integrity. People with this competence:
 Act ethically and are above reproach
 Build trust through their reliability and authenticity
 Admit their own mistakes and confront unethical actions in others
 Take tough, principled stands even if they are unpopular
2.3. Conscientiousness: Taking responsibility for personal performance. People with this competence:
 Meet commitments and keep promises
 Hold themselves accountable for meeting their objectives
 Are organised and careful in their work
2.4. Adaptability: Flexibility in handling change. People with this competence:
 Smoothly handle multiple demands, shifting priorities, and rapid change
 Adapt their responses and tactics to fit fluid circumstances
 Are flexible in how they see events
2.5. Innovativeness: Being comfortable with and open to novel ideas and new information.
 People with this competence:
 Seek out fresh ideas from a wide variety of sources
 Entertain original solutions to problems
 Generate new ideas
 Take fresh perspectives and risks in their thinking

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3. SELF - MOTIVATION
3.1. Achievement drive: Striving to improve or meet a standard of excellence. People with this
competence:
 Are results-oriented, with a high drive to meet their objectives and standards
 Set challenging goals and take calculated risks
 Pursue information to reduce uncertainty and find ways to do better
 Learn how to improve their performance
3.2. Commitment: Aligning with the goals of the group or organization. People with this competence:
 Readily make personal or group sacrifices to meet a larger organizational goal
 Find a sense of purpose in the larger mission
 Use the group’s core values in making decisions and clarifying choices
 Actively seek out opportunities to fulfil the group’s mission
3.3. Initiative: Readiness to act on opportunities. People with this competence:
 Are ready to seize opportunities
 Pursue goals beyond what’s required or expected of them
 Cut through red tape and bend the rules when necessary to get the job done
 Mobilise others through unusual, enterprising efforts
3.4. Optimism: Persistence in pursuing goals despite obstacles and setbacks. People with this
competence:
 Persist in seeking goals despite obstacles and setbacks
 Operate from hope of success rather than fear of failure
 See setbacks as due to manageable circumstance rather than a personal flaw

4. SOCIAL AWARENESS
4.1. Empathy: Sensing others, feelings and perspective, and taking an active interest in their concerns.
People with this competence:
 Are attentive to emotional cues and listen well
 Show sensitivity and understand others perspectives
 Help out based on understanding other people’s needs and feelings
4.2. Service orientation: Anticipating, recognizing, and meeting customer’s needs. People with this
competence:
 Understand customer’s needs and match them to services or products
 Seek ways to increase customers satisfaction and loyalty
 Gladly offer appropriate assistance
 Grasp a customer’s perspective, acting as a trusted advisor
4.3. Developing others: Sensing what others need in order to develop, and bolstering their abilities.
People with this competence:
 Acknowledge and reward people’s strengths, accomplishments, and development
 Offer useful feedback and identify people’s needs for development
 Mentor, give timely coaching, and offer assignments that challenge and grow a persons skills.
4.4. Leveraging diversity: Cultivating opportunities through diverse people. People with this competence:
 Respect and relate well to people from varied backgrounds
 Understand diverse worldviews and are sensitive to group differences
 See diversity as opportunity, creating an environment where diverse people can thrive
 Challenge bias and intolerance
4.5. Political awareness: Reading groups emotional currents and power relationships. People with this
competence:
 Accurately read key power relationships
 Detect crucial social networks
 Understand the forces that shape views and actions of clients, customers, or competitors
 Accurately read situations and organizational and external realities.

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5. SOCIAL SKILLS
5.1. Influence: Wielding effective tactics for persuasion. People with this competence:
 Are skilled at persuasion
 Fine-tune presentations to appeal to the listener
 Use complex strategies like indirect influence to build consensus and support
 Orchestrate dramatic events to effectively make a point
5.2. Communication: Sending clear and convincing messages. People with this competence:
 Are effective in give-and-take, registering emotional cues in attuning their message
 Deal with difficult issues straightforwardly
 Listen well, seek mutual understanding, and welcome sharing of information fully
 Foster open communication and stay receptive to bad news as well as good
5.3. Leadership: Inspiring and guiding groups and people. People with this competence:
 Articulate and arouse enthusiasm for a shared vision and mission
 Step forward to lead as needed, regardless of position
 Guide the performance of others while holding them accountable
 Lead by example
5.4. Change catalyst: Initiating or managing change. People with this competence:
 Recognise the need for change and remove barriers
 Challenge the status quo to acknowledge the need for change
 Champion the change and enlist others in its pursuit
 Model the change expected of others
5.5. Conflict management: Negotiating and resolving disagreements. People with this competence:
 Handle difficult people and tense situations with diplomacy and tact
 Spot potential conflict, brings disagreements into the open, and helps deescalate
 Encourage debate and open discussion
 Orchestrate win-win solutions
5.6. Building bonds: Nurturing instrumental relationships. People with this competence:
 Cultivate and maintain extensive informal networks
 Seek out relationships that are mutually beneficial
 Build rapport and keep others in the loop
 Make and maintain personal friendships among work associates
5.7. Collaboration and cooperation: Working with others toward shared goals. People with this
competence:
 Balance a focus on task with attention to relationships
 Collaborate, sharing plans, information, and resources
 Promote a friendly, cooperative climate
 Spot and nurture opportunities for collaboration
5.8. Team capabilities: Creating group synergy in pursuing collective goals. People with this competence:
 Model team qualities like respect, helpfulness, and cooperation
 Draw all members into active and enthusiastic participation
 Build team identity, esprit de corps, and commitment
 Protect the group and its reputation; share credit

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