Emotional intelligence

EMOTIONAL INTELLIGENCE
Dr.S.Prakash,
M.Sc.,M.Ed.,M.Phil.,Ph.D( Edn)
Assistant Professor in Physical Science
TVS TTA.

OBJECTIVES
At the end of the presentation, the student
teacher will be able to,
 define Emotional Intelligence
 explain the Emotional Intelligence skills
 measure her own Emotional Intelligence
23/07/2015 Emotional Intelligence 2

EMOTIONAL INTELLIGENCE
 Emotional intelligence (EI) refers to the ability
to perceive, control, and evaluate emotions.
Some researchers suggest that emotional
intelligence can be learned and
strengthened, while other claim it is an inborn
characteristic.

Basic emotions with very clear
facial signals
 Anger
 Sadness
 Fear
 Surprise
 Disgust
 Happiness

Emotional
Intelligence
Skills
23/07/2015 6Emotional Intelligence

The Emotional Competence Framework
Personal Competence
SELF – AWARENESS
Emotional awareness: Recognizing one's
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

Accurate self-assessment: Knowing one's
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 humor and
perspective about themselves

Self-confidence: Sureness about one's self-
worth and capabilities. People with this
competence:
Present themselves with self-assurance; have
"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

SELF – REGULATION
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

Trustworthiness: Maintaining standards of
honesty and integrity. People with this
competence:
•Act ethically
•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

Conscientiousness: Taking responsibility for
personal performance. People with this
competence:
Meet commitments and keep promises
Hold themselves accountable for meeting
their objectives
Are organized and careful in their work

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

Innovativeness: Being comfortable with and
open to novel ideas and new information.
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

SELF – MOTIVATION
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
Learn how to improve their performance

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 fulfill the
group's mission

Initiative: Readiness to act on opportunities.
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
Mobilize others through unusual, enterprising
efforts

0ptimism: 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

Social Competence
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

Service orientation: Anticipating, recognizing,
and meeting customers' needs. People with
this competence:
Understand customers' 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

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
person's skills.

Social Skills
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

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

Change catalyst: Initiating or managing change.
Recognize 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

Conflict management: Negotiating and
resolving disagreements. People with this
competence:
Handle difficult people and tense situations
with diplomacy and tact
Spot potential conflict, bring disagreements
into the open, and help deescalate
Encourage debate and open discussion
Orchestrate win-win solutions

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

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

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

EI TEST
1. You are on an airplane that suddenly hits extremely bad turbulence and begins
rocking from side to side. What do you do?
A. Continue to read your book or magazine, or watch the movie, trying to pay little
attention to the turbulence.
B. Become vigilant for an emergency, carefully monitoring the stewardesses and
reading the emergency instructions card.
C. A little of both a and b.
D. Not sure - never noticed.
2. You are in a meeting when a colleague takes credit for work that you have done.
What do you do?
A. Immediately and publicly confront the colleague over the ownership of your work.
B. After the meeting, take the colleague aside and tell her that you would appreciate in
the future that she credits you when speaking about your work.
C. Nothing, it's not a good idea to embarrass colleagues in public.
D. After the colleague speaks, publicly thank her for referencing your work and give the
group more specific detail about what you were trying to accomplish.

3. You are a customer service representative and have just gotten an
extremely angry client on the phone. What do you do?
A. Hang-up. It doesn't pay to take abuse from anyone.
B. Listen to the client and rephrase what you gather he is feeling.
C. Explain to the client that he is being unfair, that you are only trying to do
your job, and you would appreciate it if he wouldn't get in the way of this.
D. Tell the client you understand how frustrating this must be for him, and offer
a specific thing you can do to help him get his problem resolved.
4. You are a college student who had hoped to get an A in a course that
was important for your future career aspirations. You have just found
out you got a C- on the midterm. What do you do?
A. Sketch out a specific plan for ways to improve your grade and resolve to
follow through.
B. Decide you do not have what it takes to make it in that career.
C. Tell yourself it really doesn't matter how much you do in the course,
concentrate instead on other classes where your grades are higher.
D. Go see the professor and try to talk her into giving you a better grade.
http://ei.haygroup.com/resources/default_ieitest.htmhttp://ei.haygroup.com/resources/default_ieitest.htm

5. You are a manager in an organization that is trying to encourage
respect for racial and ethnic diversity. You overhear someone telling a
racist joke. What do you do?
A. Ignore it - the best way to deal with these things is not to react.
B. Call the person into your office and explain that their behavior is
inappropriate and is grounds for disciplinary action if repeated.
C. Speak up on the spot, saying that such jokes are inappropriate and will not
be tolerated in your organization.
D. Suggest to the person telling the joke he go through a diversity training
program.
6. You are an insurance salesman calling on prospective clients. You have
left the last 15 clients empty-handed. What do you do?
A. Call it a day and go home early to miss rush-hour traffic.
B. Try something new in the next call, and keep plugging away
C. .List your strengths and weaknesses to identify what may be undermining
your ability to sell.
D. Sharpen up your resume.

7. You are trying to calm down a colleague who has worked herself into a
fury because the driver of another car has cut dangerously close in
front of her. What do you do?
A. Tell her to forget about it-she's OK now and it is no big deal.
B. Put on one of her favorite tapes and try to distract her.
C. Join her in criticizing the other driver.
D. Tell her about a time something like this happened to you, and how angry
you felt, until you saw the other driver was on the way to the hospital.
8. A discussion between you and your partner has escalated into a
shouting match. You are both upset and in the heat of the argument,
start making personal attacks which neither of you really mean. What
is the best thing to do?
 Agree to take a 20-minute break before continuing the discussion.
 Go silent, regardless of what your partner says.
 Say you are sorry, and ask your partner to apologize too.
 Stop for a moment, collect your thoughts, then restate your side of the case
as precisely as possible.

9. You have been given the task of managing a team that has been unable
to come up with a creative solution to a work problem. What is the
first thing that you do?
A. Draw up an agenda, call a meeting and allot a specific period of time to
discuss each item.
B. Organize an off-site meeting aimed specifically at encouraging the team to
get to know each other better.
C. Begin by asking each person individually for ideas about how to solve the
problem.
D. Start out with a brainstorming session, encouraging each person to say
whatever comes to mind, no matter how wild.
10. You have recently been assigned a young manager in your team, and
have noticed that he appears to be unable to make the simplest of
decisions without seeking advice from you. What do you do?
A. Accept that he "does not have what it take to succeed around here" and
find others in your team to take on his tasks.
B. Get an HR manager to talk to him about where he sees his future in the
organization.
C. Purposely give him lots of complex decisions to make so that he will
become more confident in the role.
D. Engineer an ongoing series of challenging but manageable experiences for
him, and make yourself available to act as his mentor.

Answers to Quiz
1. Not D, 10 pts. for ABC
2. B – 5 pts. D – 10 pts.
3. B – 5 pts. D – 10 pts.
4. A – 10 pts. C – 5 pts.
5. B – 5 pts. C – 10 pts. D – 5 pts.
6. B – 10 pts. C – 5 pts.
7. C – 5 pts. D – 10 pts.
8. A – 10 pts.
9. B – 10 pts. D 5 pts.
10. B – 5 pts. D – 10 pts.

Emotional intelligence

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