TOPIC 3 - Emotional Intelligence

MANAGEMENT SKILLS
Dr. Sylvia Aarakkit

TOPIC 3: EMOTIONAL INTELLIGENCE
Learning Outcomes
• By the end of this session, you should be able to;
• Describe (in broad terms) what emotional intelligence is and

why it is useful for managers
Dr. Sylvia Aarakkit

• Explain 4 core emotional competences
• Practical strategies to develop emotional skills of a manager

Introduction
“We are being judged by a

new yardstick; not just how
Dr. Sylvia Aarakkit

smart we are, or by our
training and expertise, but
also how well we handle
ourselves and each other (EI).”
EI is a vital skill for interpersonal Daniel Goleman, Ph.D.

communication and has become Working with
an area of interest across Emotional Intelligence
multiple disciplines.
Definition!
• Emotional intelligence (EI) is the ability to identify and

manage your own emotions and the emotions of others
(Goleman, 1995)
• EI the ability to monitor one’s own and others emotions, to

discriminate amongst them and to use the information to
Dr. Sylvia Aarakkit

guide one’s thinking and actions (Salovey and Mayer, 1990)
• EI is the capacity to be aware of, control, and express one’s

emotions and to handle interpersonal relationships
judiciously and empathetically (Oxford dictionary)
Dr. Sylvia Aarakkit
Examples of EI practices at work
• Providing constructive feedback instead of personal criticism
and challenging behaviors, not people.
• Supporting colleagues and subordinates through recognizing

their emotions and working to reduce stress.
Dr. Sylvia Aarakkit

• Keeping calm and productive under pressure.
• Helping to resolve conflicts that arise between team members.
• Creating a workplace where people are free to express
themselves openly.
EI vs IQ
Dr. Sylvia Aarakkit

Importance of EQ
• Most psychologists today agree that there is real value to
developing EQ, especially as it applies to knowing ourselves,
reading and understanding others, and coping effectively with
the stress we experience in life.
Dr. Sylvia Aarakkit

For example:
Goleman's (1998) popular book, Working with Emotional Intelligence, suggests
that emotional intelligence accounts for 67% of the abilities needed to be a
successful manager and is twice as important as technical proficiency or IQ.
This research has subsequently been supported by a number of studies.
Dr. Sylvia Aarakkit
• EI is considered when recruiting employees
Dr. Sylvia Aarakkit

• EI is an invisible tool that contributes to success
• Several studies reveal that, more than 80% of competencies that
differentiate top performers belong in the domain of EI.
Dr. Sylvia Aarakkit

• EI helps you to deal with a feeling of :
Dr. Sylvia Aarakkit

Why EI..
• Nurtures positive relationships within the team and helps to
generate a positive work culture.
• Teamwork and deeper connections between employees.
• Greater motivation among staff
• Flexibility; high EI means employees can respond to change
Dr. Sylvia Aarakkit

effectively and handle any additional stress it brings
• Career progression, staff with high EI are likely to excel in
leadership positions.
• Higher productivity – EI is said to be the strongest predictor of
performance, accounting for 58% of success across all job
types.
• Lower employee turnover
• Greater loyalty and engagement
• EI also reduces adverse effects such as stress
In summary
• Having high emotional intelligence can help you to lead a happier life
because it is easier to talk with and understand others, acting
rationally and calmly in difficult situations
Dr. Sylvia Aarakkit

• EQ allows you to understand and manage your emotions in order to
self-motivate and to create positive social interactions.
• EQ enhances personal, academic, and professional success.
• Individuals with higher levels of EQ are less likely to succumb to the

negative impacts of stressors, and can effectively help individuals to
deal with negative emotions at workplace.
• Intellect works best when it’s accompanied by high emotional
intelligence.
• Utilizing and developing EQ in the workplace greatly improves

both job performance and the social capabilities of managers.
Dr. Sylvia Aarakkit

• Its a useful skill to prevent making decisions based on
emotional biases.
• EQ supports successful communication and negotiation

• EQ contributes to our self-actualization.
Key pillars/competencies of EI
Dr. Sylvia Aarakkit

Dr. Sylvia Aarakkit
SELF-AWARENESS
• Self awareness is knowing who you are, owning your flaws,

continuing to learn, grow and being real
Dr. Sylvia Aarakkit

Why self-awareness
• People with high emotional self-awareness can reflect on
their; Mood, Strengths, Weaknesses, Wants etc
• Enables them to monitor themselves and discover how

feelings may affect their actions.
Dr. Sylvia Aarakkit

• E.g., a manager who knows they respond poorly to tight
deadlines. In response, they always plan ahead and
ensure work is completed in advance.
• Useful for making informed decision-making and

cultivating ethics.
How to develop self awareness
Dr. Sylvia Aarakkit

Johari window
Dr. Sylvia Aarakkit

2. SOCIAL AWARENESS
Dr. Sylvia Aarakkit

Social awareness- being
empathetic
Dr. Sylvia Aarakkit

Social awareness- being
empathetic
Dr. Sylvia Aarakkit

3. SELF-MANAGEMENT
Dr. Sylvia Aarakkit

Self management is all about becoming your own leader by training
your mental, physical, social and intellectual faculties in different ways.
Dr. Sylvia Aarakkit

Self management – what it
takes
Dr. Sylvia Aarakkit

4. RELATIONSHIP MANAGEMENT
• Relationship management refers to using awareness of your emotions
and emotions of others to manage interactions successfully.
Dr. Sylvia Aarakkit

Dr. Sylvia Aarakkit
Dr. Sylvia Aarakkit
In summary, strategies to
improve your EI
• Understanding your emotions -Elevate your self-awareness
• Be open to feedback - Allow yourself to be vulnerable
• Practice empathy
• Communicate frequently and effectively
Dr. Sylvia Aarakkit

• Recognize employee efforts
• Define work place rules, guidelines or code of conduct to
guide behavior
• Give your employees a voice – Voicing out is critical to enable
employees share their emotions
• Give routine and fact-based feedback
• Provide stress management training
Conclusion
• Success in life and workplace takes a lot more than
book knowledge or even hands-on experience.
Dr. Sylvia Aarakkit

• Emotional intelligence is our key to effectiveness
and excellence in management
• The gifted people and Managers need a high rate

of "emotional intelligence."
Reference
• Goleman, D. (1995). Emotional Intelligence. Bantam Books.
www.danielgoleman.info
• Goleman, D. (2004). What Makes a Leader? [Article]. Harvard
Business Review, 82(1), 82-91.
Dr. Sylvia Aarakkit

• Templar, R. (2003). The Rules of Work. Pearson Education Limited.
Edinburgh Gate.
• Ziglar, Z. (2006). Better Than Good. Thomas Nelson. Nashville,
Tenn.
• Maxwell, J.C. ( 2007). Talent Is Never Enough. Thomas Nelson, inc.

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MANAGEMENT SKILLS

Dr. Sylvia Aarakkit

• By the end of this session, you should be able to;

• Describe (in broad terms) what emotional intelligence is and

Dr. Sylvia Aarakkit

• Practical strategies to develop emotional skills of a manager

“We are being judged by a

Dr. Sylvia Aarakkit

EI is a vital skill for interpersonal Daniel Goleman, Ph.D.

• Emotional intelligence (EI) is the ability to identify and

• EI the ability to monitor one’s own and others emotions, to

Dr. Sylvia Aarakkit

• EI is the capacity to be aware of, control, and express one’s

• Supporting colleagues and subordinates through recognizing

Dr. Sylvia Aarakkit

Dr. Sylvia Aarakkit

Dr. Sylvia Aarakkit

Dr. Sylvia Aarakkit

Dr. Sylvia Aarakkit

Dr. Sylvia Aarakkit

Dr. Sylvia Aarakkit

Dr. Sylvia Aarakkit

• EQ enhances personal, academic, and professional success.

• Individuals with higher levels of EQ are less likely to succumb to the

• Utilizing and developing EQ in the workplace greatly improves

Dr. Sylvia Aarakkit

• EQ supports successful communication and negotiation

Dr. Sylvia Aarakkit

• Self awareness is knowing who you are, owning your flaws,

Dr. Sylvia Aarakkit

• Enables them to monitor themselves and discover how

Dr. Sylvia Aarakkit

• Useful for making informed decision-making and

Dr. Sylvia Aarakkit

Dr. Sylvia Aarakkit

Dr. Sylvia Aarakkit

Dr. Sylvia Aarakkit

Dr. Sylvia Aarakkit

Dr. Sylvia Aarakkit

Dr. Sylvia Aarakkit

Dr. Sylvia Aarakkit

Dr. Sylvia Aarakkit

Dr. Sylvia Aarakkit

Dr. Sylvia Aarakkit

• The gifted people and Managers need a high rate

Dr. Sylvia Aarakkit

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