Emotional Intelligence and Program Management Assignment 2022

Running Head: EMOTIONAL INTELLIGENCE AND PROGRAM MANAGEMENT
EMOTIONAL INTELLIGENCE AND PROGRAM MANAGEMENT
Name of the Student
Name of the University
Author Note

EMOTIONAL INTELLIGENCE AND PROGRAM MANAGEMENT1
Assignment 1
Explain how you, as a manager, are able to use your emotional intelligence to minimize
the impact of your own emotions on others in the workplace.
The first aspect taken into consideration is emotional strength and weakness at
workplace. Therefore, some the primary strengths are as follows:
a) Passion
b) Positive
c) Optimism
i
Some of the primary emotional weaknesses are:
a) Boredom
b) Impatience
c) Worry
Personal Stressors and Emotional Stresses
a) Long Working Hours: Long working hours though meant for extracting maximum
output, it results in reduction in efficiency1.
b) Job Insecurity: As the concerned organization is a private sector, there is always
individual replacement. Therefore, job insecurity is a huge problem.
c) Tight Deadlines: Another big issue is that the management fails to understand that
tight deadlines effects the quality of the work.
1 Carson, Kerry D., Paula Phillips Carson, and Betty J. Birkenmeier. "Measuring emotional
intelligence: Development and validation of an instrument." Journal of Behavioral and
applied Management 2, no. 1 (2016): 810.

EMOTIONAL INTELLIGENCE AND PROGRAM MANAGEMENT2
ii
Emotional Triggers:
a) Long Working Hours2: Due to long working hours of the job, the idea of leaving
the job and find alternatives is triggered.
b) Job Insecurity: Due to the feeling of job insecurity, self-improvement stimulus is
triggered.
c) Tight Deadlines: Due to tight deadlines, during the first few days problems
occurred but after some days the speed of work has increased.
Workplace Behavior:
There are mainly three types of workplace behavior:
a) Aggressive: When the pressure is very high and there are tight deadlines, behavior
is aggressive.
b) Assertive: When there is a uniformity at workplace and everything is going good
then the behavior is assertive.
c) Passive: When the day is going in the wrong direction and feels demotivating
internally, then the behavior is passive.
Development of Emotional Intelligence
Emotional Intelligence has been neutralized with the help of three things, which
are time, experience and remuneration.
2 Codier, Estelle, and Ellen Odell. "Measured emotional intelligence ability and grade point
average in nursing students." Nurse Education Today 34, no. 4 (2014): 608-612.

EMOTIONAL INTELLIGENCE AND PROGRAM MANAGEMENT3
Description a situation in which you have used your emotional intelligence
1. Response to an emotional state of a co-worker
When the co-worker is providing a negative impression about me at work
place, I generally change my tone to aggressive to control the situation.
When a co-worker is going through a bad phase, I tend to empathize the
individual.
2. Response through Cultural Emotional Cues to a co-worker3:
When the co-worker is demotivated, the cultural emotional cue, which I generally use
in lower down my tone and when a co-worker is senior and have done something
wrong I tend to use my facial expression and show aggression.
3. Demonstration of Flexibility and Adaptability in dealing with a co-worker
In a situation where work is needed to extract from a co-worker, keeping calm and
confident is the key to success. Keeping your calm helps the co-worker to understand
iiithe task effectively and confidence helps to restore the trust in the job assigned.
4. When a crucial task has been assigned and the deadline is near taking into account
others emotion is very important. I generally try to extract their opinion about their
confidence to do the task.
Explain how you have promoted the development of emotional intelligence in
others in the workplace
In a group project related to software development of a delivery company, the
group members include a software developer, an operation and logistic expert and a
3 Collins, Christopher S., and Joanne E. Cooper. "Emotional intelligence and the qualitative
researcher." International Journal of Qualitative Methods 13, no. 1 (2014): 88-103.