SelfLeadership and Emotional Intelligence

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Self-Leadership and Emotional Intelligence
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Defining Emotional Intelligence

• 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. Daniel Goleman
• Being able to monitor and regulate ones own and
  others feelings, and to use feelings to guide
  thought and action. Salovey Mayer
• Emotional intelligence involves mastering several
  competencies.

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Competencies for Emotional Intelligence

• Personal Competence
• Self-Awareness
• Emotional awareness
• Accurate self-assessment
• Self-confidence
• Self-Management
• Self-control
• Trustworthiness
• Integrity
• Adaptability
• Achievement drive (Motivation)
• Commitment
• Initiative
• Optimism

• Social Competence
• Social Awareness
• Understanding others (Empathy)
• Service orientation
• Leveraging diversity
• Political awareness
• Relationship Management
• Influence
• Developing others
• Conflict management
• Inspirational Leadership
• Change catalyst
• Building networks
• Collaboration cooperation

(Goleman,et al 2002)
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Intelligent Leadership

• A certain level of IQ, business acumen, and
  thinking skills are prerequisites for leadership
  positions.
• How we manage ourselves, our emotions, our
  relationships, and the emotions of others
  accounts for a large percentage of what
  distinguishes outstanding
  leaders.

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Emotional Intelligence and Leadership

• Leader success and emotional
  intelligence go hand in hand.
• Evidence shows that the
  higher the position, the more
  important emotional intelligence.
• All work relationships subordinate,
  peer, superior, customer are improved when
  emotional intelligence competencies are used.

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Leadership Style and EI

• Coercive
• Do what I tell you. Negative impact
• Authoritative
• Come with me. Strong positive impact
• Affiliative
• People come first. Positive impact
• Democratic
• What do you think? Positive impact
• Pacesetting
• Do as I do, now. Negative impact
• Coaching
• Try this. Positive impact

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EI Competencies and Style
Coaching
Authoritative
Affiliative
Coercive Pacesetting
Democratic
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Applying the Model to Other Real Leaders

• Examples from the real world
• Your best boss
• Leaders we are debating
• Practicum supervisors
• Bernadine Healy
• How do leaders you have interacted with reflect
  these competencies?

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Case Study

• Bernadine Healy, President of the American Red
  Cross from 1999-2001.
• Evaluate Bernadine Healys leadership style in
  terms of her personal competencies.
• Evaluate Bernadine Healys leadership style in
  terms of her social competencies.
• How did Healys EI competencies interact with the
  organizations context for success and/or
  failure?
• Explain what happened during Healys tenure at
  the ARC in terms of her personal leadership
  style.
• To what extent did the events of September 11th
  contribute to Healys departure from ARC? Do you
  think she would have left if these events had not
  occurred?
• What would you recommend as a good organizational
  or leadership fit for Healy in the future?

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Emotional Intelligence Resources

• Goleman, D (2006) Social Intelligence The new
  science of Human Relationships
• Goleman, Boyatzis McKee (2002) Primal
  Leadership Realizing the power of emotional
  intelligence
• Caruso Salovey (2004) The Emotionally
  Intelligent Manager
• Goleman, D (1997) Emotional Intelligence
• Goleman, D (1998) Working with emotional
  intelligence
• Hay Group Emotional Intelligence Services at
  http//ei.haygroup.com/.