Emotions at Work: Linking Models for Multi-Dimensional Analysis

This assignment delves into the crucial topic of managing and developing people, focusing on the significance of emotional intelligence (EI) in the workplace. It begins by introducing the concept of EI and its components, including self-awareness, self-management, social awareness, and relationship management, drawing upon the work of Daniel Goleman and others. The assignment explores the benefits of EI, linking models and concepts to create a multi-dimensional analysis of how emotions impact leadership and team dynamics. It references research on the behaviors of effective and ineffective leaders, highlighting the importance of EI in fostering positive work environments and achieving organizational success. The assignment includes various resources, such as videos and articles, to support the understanding of EI and its practical application in the workplace. Furthermore, it encourages reflection on personal experiences and the application of scholarly concepts to analyze those experiences from different theoretical perspectives. Overall, the assignment provides a comprehensive overview of EI and its role in effective leadership and people management.

MANAGING & DEVELOPING PEOPLE
Emotions at Work
1. Learning Objectives
By the end of this session you should be able to:
 Explore the concept of emotional intelligence
 Understand the benefits in the workplace
 Link models and concepts together to create a multi-dimensional analysis
2. How’s it going?
o Have you formed a group, reviewed the requirements for the first learning journal
entry?
‘Success in the knowledge economy comes to those who know themselves – their
strengths, their values and how they best perform’ (Drucker, 1999 p100).
Remember we looked at Alex Banayan summary of Peter Drucker’s work in Workshop 1
“Management/ Leadership Competencies; How we “See” it in Action
3. This is interesting!
An American study into the source of happiness has followed the lives of 268 men from
youth to old age.
George Vaillent, the current director of the study from Harvard Medical School, told the
Today programme's Evan Davis: "happiness is the wrong word… happiness is too close
to hedonism and getting lucky"
He explained that happiness is more about "emotional intelligence" and "skill at long-
term relationships".
Source: Today Programme (2012) [on line] BBC Radio 4, 14.11.2012,
<http://news.bbc.co.uk/today/hi/today/newsid_9769000/9769443.stm> [Accessed 19.11.12].
4. Let watch a short video
https://www.youtube.com/watch?v=Y7m9eNoB3NU&feature=youtu.be
http://www.eiconsortium.org/
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5. Goleman’s (1998, 2001) 24178 up from 21352 2015 citations in
articles
6.
Emotions at Work?
Activity: Working in small groups consider:
 In what context has anyone in your group come across this term? Eg competency
frameworks in the workplace, personal interest, previous academic studies etc.
3. Best Leader/Worst Leader Research
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Remember the first workshop…….
Research by Fowlie & Wood (2009 pgs. 566-68) revealed the following results:
The majority of behaviours perceived as “bad” were located in the
self-management
quadrant
Bad Leaders Behaviour; Resulting Feelings
Angry or similar (19)
Unsettled or similar (10)
Sad or similar (8)
Frustrated or similar (8)
Anxiety or similar (7)
De-motivated or similar (7)
Not enjoying the job or similar (6)
Worried or similar (6)
Bored (5)
Not wanted or similar (4)
Disappointed (4)
Have to compete all the time
Defensive, Resentful
No respect, Pity
Suicidal
Bullied, oppressed
Amazed
In contrast the vast majority of behaviours perceived as “good” were located in therelationship management quadrant
Great Leaders: Resulting Feelings
Wanted to do more than is expected, ready to give best and more, want to work long
hours or similar (15).
Motivated, energised, enthusiastic or similar (18).
Safe, stable, comfortable, secure or similar (12)
Loyal, someone to look up to, Respect or similar (11).
Wanted, Loved, Appreciated, included or similar (10).
Inspired (9).
Confident (5).
Makes me smile, happy or similar (6).
Positive, optimistic about future or similar (5).
Creative, wonderful learning experience or similar (4)
Let’s see if we can support these findings
https://uk.pinterest.com/juliefowlie/management-and-leadership/
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6. How are You Feeling Right Now?
http://www.mindhabits.com/mobileapps.php
https://www.youtube.com/watch?v=HTfYv3IEOqM
This is really interesting even if you only watch between 4.00 and 7.25mins
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7. Building your capability to tackle the first assignment:
Reflection on one or two experiences relevant to managing and developing people that
you have experienced or observed; apply scholarly concepts, theories and models to
examine and analyse these experience(s) from different theoretical perspectives. Draw
conclusions by identifying the relevant contributing factors in your experience(s)
What concepts, theories and models have we looked at so far?
9. Further Reading
Arnold J., Randall, R. (2010) Work Psychology, Understanding Human Behaviour in the Workplace:
Harlow, FT Pitman – pages 62, 104-5, 111-15, 128
Brackett, M., (2013) Emotional Intelligence from theory to everyday practice , Yale University [You
Tube Video] https://www.youtube.com/watch?v=e8JMWtwdLQ4 [accesed 25th Oct 2016
Boyatzis, R. (2007), ‘Competencies in the 21st Century’, Journal of Management Development, Vol
27, No.1 p 5-12
Consortium for Research on Emotional Intelligence in Organizations (2016) [on-line]
<http://www.eiconsortium.org> [accessed 25th Oct 2016].
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Goleman, D. (2012) Introducing Emotional Intelligence [You Tube video]
https://www.youtube.com/watch?v=Y7m9eNoB3NU&feature=youtu.be [accessed 9th Nov 2015]
Goleman D., Kohlrieser, G. (2013), Discussing High Performance [YouTube video]
http://www.youtube.com/watch?feature=player_embedded&v=qznPCS5gYY0
[accessed 9th November 2015].
Fernandez-Araoz, C., (2014) Ignore Emotional Intelligence at Your Own Risk, Harvard Business
Review Blog Network [on-line] https://hbr.org/2014/10/ignore-emotional-intelligence-at-you-
own-risk/ [accessed 15th Oct 2014]
Fowlie, J., A & Wood, M. (2009), ‘The Emotional Impact of Leaders Behaviours’, Journal of
European Industrial Training, Vol. 33, No. 6, 2009, pp559-572
Mayer et al (2004), ‘Emotional Intelligence: Theory, Findings and Implications’, Psychological
Inquiry, Vol 15, No 3, p197-215
References
Cherniss, C., Goleman, D. (2001), The Emotionally Intelligence Workplace, San Francisco:
Jossey Bass.
Drucker, P. (1999), Managing Oneself, Harvard Business Review, Best of HRB Jan, 2005, Vol.
83 Issue 1, p100-109
Fowlie, J., A & Wood, M. (2009), The Emotional Impact of Leaders Behaviours, Journal of
European Industrial Training, Vol 33, No. 6, 2009 p 559-572
Goleman, D. (1995), Emotional Intelligence: Why It Can Matter more than IQ, London:
Bloomsbury Paperbacks
Goleman, D. (1998), Working with Emotional Intelligence, London: Bloomsbury. Paperbacks.
Mayer, J.& Salovey, P. (1990), Emotional Intelligence, Imagination, Cognition and
Personality, Vol 9 pp 185-211
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How Emotionally Intelligent Are You?
Apr 21, 2015
I just heard from the Harvard Business Review that three of my articles will be in the new
“Ten Must Reads” they are publishing – one on emotional intelligence. (Just between us,
though, all of my HBR articles are available already in a single volume, What Makes a
Leader: Why Emotional Intelligence Matters.)
As the HBR editors recognize, emotional intelligence is an active ingredient in great
leadership.
But how do you know your level of emotional intelligence?
First of all, you should understand that, unlike IQ, no one can summarize your EQ in a single
number. Know someone with great self-confidence, but zero empathy, for example?
I think of emotional intelligence in terms of a profile of specific competencies that range
across four different areas of personal ability:
 self-awareness
 self-management
 empathy and social awareness
 and relationship management.
Nested within each of those four areas are specific, learned competencies that set the best
leaders and performers apart from average.
I listed some of these emotional intelligence competencies in a recent short article in the
New York Times (which went platinum: most e-mailed article that day). But if you want to
see the longer list, here you are, as given on the website of the Consortium for Research on
Emotional Intelligence in Organizations:
Self-Awareness concerns knowing one's internal states, preferences, resources, and
intuitions. The Self-Awareness cluster contains three competencies:
 Emotional Awareness: Recognizing one's emotions and their effects.
 Accurate Self-Assessment: Knowing one's strengths and limits.
 Self-Confidence: A strong sense of one's self-worth and capabilities.
Self-Management refers to managing ones' internal states, impulses, and resources. The
Self-Management cluster contains six competencies:
 Emotional Self-Control: Keeping disruptive emotions and impulses in check.
 Transparency: Maintaining integrity, acting congruently with one’s values.
 Adaptability: Flexibility in handling change.
 Achievement: Striving to improve or meeting a standard of excellence.
 Initiative: Readiness to act on opportunities.
 Optimism: Persistence in pursuing goals despite obstacles and setbacks.
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Daniel Goleman and George Kohlrieser discuss High Performance
Leadershiphttps://www.youtube.com/watch?v=qznPCS5gYY0
Social Awareness refers to how people handle relationships and awareness of others’
feelings, needs, and concerns. The Social Awareness cluster contains three competencies:
 Empathy: Sensing others' feelings and perspectives, and taking an active interest in
their concerns.
 Organizational Awareness: Reading a group's emotional currents and power
relationships.
 Service Orientation: Anticipating, recognizing, and meeting customers' needs.
Relationship Management concerns the skill or adeptness at inducing desirable responses in
others. The Relationship Management cluster contains six competencies:
 Developing Others: Sensing others' development needs and bolstering their abilities.
 Inspirational Leadership: Inspiring and guiding individuals and groups.
 Change Catalyst: Initiating or managing change.
 Influence: Wielding effective tactics for persuasion.
 Conflict Management: Negotiating and resolving disagreements.
 Teamwork & Collaboration: Working with others toward shared goals. Creating
group synergy in pursuing collective goals.
Daniel Goleman and Bill George: How to Give Feedback
https://www.youtube.com/watch?feature=player_embedded&v=5YtLDVVGjEs
Emotional Intelligence Coach
You can use this as a rough personal checklist if you like. But we are not always the best
judge of our own strengths and limits.
If you want the best appraisal of your own abilities, I recommend getting a 360-degree look.
One way is with the ESCI-360, which I co-designed with my colleague Richard Boyatzis at
Case Western and Hay Group. It’s based on this competency list, and will guide you through
a process (best done with a coach), that will help you gain more strength.
We don’t have a fixed profile of emotional intelligence – it’s an ability that can change
throughout life. That’s why the ESCI-360 and similar measures of emotional intelligence are
best used working with a coach.
Plus, it’s never too late to get better – if you are motivated. That’s good news for anyone
who wants to get better at this set of success skills.
Goleman, D (2015) How Emotionally Intelligence Are you? [on-line]
https://www.linkedin.com/pulse/how-emotionally-intelligent-you-daniel-goleman?trk=mp-reader-
card [accessed 26th Oct 2016]
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