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Broad-Based Black Economic Empowerment: Legislation and

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Broad-Based Black Economic Empowerment: Legislation and
Emotional Intelligence in the
Workplace
Andre O’Callaghan
September 2007
Introduction to EQ
• Group Discussion
– Influential people
Introduction to EQ
EQ Traits
Versus
IQ Traits
Introduction to EQ
What is EQ?
• Charles Darwin - The importance of emotional
expression in the survival of the human species
• In the 1920’s Thorndike referred to our ‘social
intelligence’
• 1975 – emergence of ‘multiple intelligences’
(Gardner)
Introduction to EQ
• Gardner’s ‘multiple intelligences’
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Verbal
Non-verbal
Artistic
Musical
Psycho-motor (Technical)
Personal Effectiveness
Interpersonal Effectiveness
IQ
EQ
Introduction to EQ
• EQ - Popularised in 1995 by Daniel
Goleman
Key Components of EQ
EQ
Me:
• My emotions
• How I control my emotions
Others:
• How I recognise others’
emotions
• How I help others to react and
apply their emotions
appropriately
Definition of EQ
• Emotion
• e
• motion
= e + motion
= spirit
= movere
• Thus emotion is the spirit that moves us
IQ vs EQ
• We overvalued IQ (cognitive intelligence) for
the last century
• Problem: IQ is essentially a measure of a
person’s informational database
• Research shown that IQ only contributes (on
average) 6% towards success in later life
• EQ contributes between 27% - 45% to
success in later life
• IQ – Constant and fixed EQ – rises steadily
with age
Understanding EQ
• What makes people successful?
JobRelated
Functional
Adaptive/enabling
EQ & Change – An
Organisational Perspective
I have known a great many troubles, but most of
them never happened - Mark Twain
• 2% of people make things happen
• 14% of people assist, observe or criticise the 2%
• 84% of people don’t know what is going on
EQ & Change in Organisations
• Understanding Change – Typical Reactions
Unaware
No
knowledge of
change
Denial
Apathy
Numb
Acceptance/
Commitment
Satisfaction
Vision
Resistance
Anger
Anxiety
Exploration
Interest
Trying out
EQ & Change in Organisations
CHANGE
L
O
S
S
F
E
A
R
RESISTANCE!
U
N
K
N
O
W
N
EQ & Change in Organisations
LOSS
FEAR
THE UNKOWN
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• Uncertainty
• Rumours
• Competencies
and skills
• Comfort zones
• New order
• Others?
Jobs
Status
Security
Comfort zones
Title
Office
Others?
The unknown
New skills
New structure
Coping ability
Too much
work
• Others?
Emotions such as: anger, fear, stress, resentment, unhappy, sad,
agitation, anxiety, judgmental, distrust, etc.
EQ & Change in Organisations
Jordan (2004) argues that:
• Successful people during change – read and
manage their emotions
• They are able to read others’ emotions and take
actions to manage those emotions prior to
attitudes being affected.
• Emotions during change – A GIVEN!
EQ & Change in Organisations
• Emotional Intelligence improvement
programs may be a means by which
managers can provide employees with
additional skills to cope with
organisational change.
EQ & Change in Organisations
• In a study by Bedell, Salovey, Detweiler and
Mayer (1999) it was found that individuals
who scored higher in the ability to perceive
accurately, understand and appraise their
own and others’ emotions, were better able to
respond flexibly to changes in their social and
working environments and build supportive
social networks.
EQ & Leadership
A leader is a dealer in
hope (anon)
EQ & Leadership
• Effective Leadership (Townsend & Gebhart,
1997):
Self awareness
Influencing others
Accomplish tasks (self or through others)
• Goleman (2002) ‘… in any human group the
leader has maximal power to sway emotion’.
EQ & Leadership
• 75% of the reasons careers get derailed are EQrelated (in leaders)
 Unsatisfactory team leadership during challenging
times
 Inability of people and managers to handle
interpersonal issues
 Inability to adapt to change
 Inability of managers to elicit trust
EQ & Leadership
• The primary causes of derailment in executives
involve deficits in emotional competence. The three
primary ones are
– difficulty in handling change
– not being able to work well in a team
– poor interpersonal relations
EQ & Leadership
Emotions
Moods
Temperament
EQ & Leadership
• 1% improvement in climate = 2% improvement in
revenue and business performance (Goleman,
2002).
• Good moods make us see things and others more
positively, make us more optimistic and enhance
decision making and goal achievement.
• The single most important factor influencing mood,
emotions and the ‘limbic’ aspects of an organisation
is the emotional effectiveness of the leaders (primal
leadership).
EQ & Leadership
• Emotional Leadership is crucial for effective team
functioning
• Emotional Leadership means to:
– Identify emotions
– Use emotions
– Understand emotions
– Manage emotions
EQ & Leadership
• Group Discussion
– List typical complaints, gripes and
issues you hear daily at work regarding
the leadership of the organisation.
Performance & EQ Research
Experienced partners in a multinational consulting firm
were assessed on key EQ competencies. Partners
who scored above the median on 9 or more of the 20
competencies delivered $1.2 million more profit from
their accounts than did other partners – a 139 percent
incremental gain (Boyatzis, 1999).
Performance & EQ Research
An analysis of more than 300 top-level executives
from fifteen global companies showed that six
emotional competencies distinguished stars from the
average: Influence, Team Leadership, Organizational
Awareness, self-confidence, Achievement Drive, and
Leadership (Spencer, L. M., Jr., 1997).
Performance & EQ
• Impact of emotional competence -- accurate
self-assessment in managerial performance
• Impact of stress (an EQ competence) on
performance in retail
• Findings of the impact of EQ in insurance sales
Performance & EQ
• EQ and performance at L’Oreal
• Source: Cary Cherniss (A Business Case for
Emotional Intelligence (1999) Graduate School
of Applied and Professional Psychology
Rutgers University
Performance & EQ
• According to Cherniss (2001) Emotional
Intelligence needs to be developed into
Emotional Competence i.e.
 To be able recognize accurately what
another person is feeling should become a
competency such as Influence
 To be able to regulate emotions should
become a competency such as Initiative or
Achievement.
Performance & EQ
• Ultimately it is these social and emotional
competencies that we need to identify and
measure if we want to be able to predict
performance.
Emotional Competence
Framework
• Personal Competence
 Self Awareness
 Self Regulation
 Self Motivation
• Social Competence
 Social Awareness
 Social Skills
Benefits of Creating an
Emotionally Intelligent Workforce
• Group Discussion
Benefits of Creating an
Emotionally Intelligent Workforce
•
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Clear Vision and Direction
Clarified and accepted values (shared)
Motivated workforce
Mature conflict handling
Identified and addressed ‘unspeakables’
Benefits of Creating an
Emotionally Intelligent Workforce
•
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Open communication
General optimism and positive climate
Supportive culture
Credible and ‘real’ leadership
Work-life balance
Loyalty to the brand
Building EQ in the Organisation
A Blueprint for Developing Emotional Intelligence in Organisations
Case Studies Developing EQ
• Case 1
– Developing team Intelligence in a mining
environment
• Case 2
– Change effectiveness (developing EQ as a basis
for change)
Questions and
Answers
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