EMOTIONAL INTELLIGENCE (EMOTIONAL QUOTIENT INDEX) Presented By Jeffrey G. Girdler 03/05/2008 1
OVERVIEW • • • Definition of Emotional Intelligence and Leadership Styles. The Four Emotional Intelligence Competencies. How do the Competencies Inter-relate? Emotional Intelligence and Teamwork. Model of Emotional Intelligence and Leader-Team Effectiveness. Emotional Intelligence and Organizational Citizenship. Human Resource Specialists and the Emotional Intelligence Factor. Some Emotional Intelligence Inventories. Some Criticisms of Emotional Intelligence. 2
What is Emotional Intelligence? • Emotional intelligence -“is a term used to describe the various competencies that are essential for building, developing and managing relationships” (Peters, 2008, p. 13). Emotional intelligence consists of two dimensions, intrapersonal intelligence and interpersonal intelligence. • Intrapersonal intelligence – “being intelligent in identifying our own thoughts and feelings (self awareness) and being effective at dealing with those thoughts and feelings (self management)” (Palethorpe, 2006, p. 13). • Interpersonal intelligence – “being intelligent in identifying the thoughts and feelings of others and between others (other awareness) and being effective in how we tailor our actions to work with others most appropriately (relationship management)” (Palethorpe, 2006, p. 13). Intrapersonal intelligence + Interpersonal Intelligence = Emotional Intelligence 3
Emotional Intelligence and Leadership • “Emotional intelligence is correlated to charismatic or transformational leadership. Transformational leaders project a vision that their followers believe in, and inspire and motivate their followers. Transformational leaders stimulate their followers’ intellect, and provide individual consideration and succor to their followers” (Ashkanasy & Daus, 2002, p. 81). • “There is, however a dark side to charismatic leadership. Leaders can be manipulative and emotionally demanding, especially when followers are open to such exploitation” (Ashkanasy & Daus, 2002, p. 81). 4
Emotional Intelligence and Leadership Styles • Resonant styles: “Company performance is boosted through the use of positive emotional experiences. Resonant styles include visionary, coaching, affiliative and democratic” (Peters, 2008, p. 13). • Dissonant styles: “Useful, but must be used with caution. The dissonant styles are pace-setting and commanding” (Peters, 2008, p. 13). 5
The Four Emotional Intelligence Competencies • Self-Awareness: The ability to read one’s own emotions and recognize their impact. The two core dimensions are an accurate self–assessment, and self confidence (Peters, 2008, p. 13). • Self-Management: Consists of six core dimensions: emotional self-control, transparency, adaptability, achievement, initiative, and optimism (Peters, 2008, p. 13). • Social Awareness: Consists of three core dimensions: empathy, organizational awareness, and service (Peters, 2008, p. 13). • Relationship Management: Consists of six core dimensions: inspirational leadership, influence, developing others, change catalyst, conflict management, building bonds and teamwork, and collaboration (Peters, 2008, p. 13). 6
How do the competences inter-relate? Self-Awareness Social Awareness Self-Management Relationship Management EI Areas Strengths Self-awareness Areas to improve I sometimes ignore my intuition Social awareness I know when my staff are unhappy or unmotivated I need to improve my understanding and awareness of my boss’ thoughts Self- management I am open, trustworthy and flexible I need to be more resilient under pressure Relationship management People trust me. They are open with me I need to improve how I manage conflict. I also want to improve how I manage my boss. (Palethorpe, 2006, p. 13) 7
Emotional Intelligence and Teamwork Druskat and Wolff (2001) define emotional intelligence in groups as “ a team atmosphere in which the norms build emotional capacity (the ability to respond constructively in emotionally uncomfortable situations) and influence emotions in constructive ways” (p. 82). Prati, Douglas, Ferris, Ammeter, and Buckler (2003) identify three norms that are universal to any team with a high emotional intelligence: • “Team members recognize the prescribed level of emotional intensity allowed to be displayed during team member interactions, and act accordingly” (p. 34). • “Team members are self-aware in that they monitor their emotional expressions, and are sensitive to the feedback others provide with regard to social acceptance of those expressions” (p. 34). • “Emotionally intelligent team members effectively regulate the intensity of their emotional displays [to outsiders] to be sure the displays do not exceed the bounds set by team standards” (p. 34). 8
Model of Emotional Intelligence and Leader-Team Effectiveness (Prati et al. , 2003, p. 23) 9
Emotional Intelligence and Organizational Citizenship Good organizational citizenship behavior (OCB) involves those behaviors that are not required by the job, but are performed by employees to enhance organizational effectiveness. • A study conducted by Cote and Miners (2006) found that “Emotional intelligence and cognitive intelligence are compensatory with respect to task performance and OCB directed at the organization … employees with low cognitive intelligence perform tasks correctly and engage in OCB frequently if they are emotionally intelligent” (p. 19). • “Agreeable individuals with high levels of emotional intelligence displayed higher task performance than those with medium or low emotional intelligence abilities” ( Shaffer & Shaffer, 2005, p. 6). • “The emotional intelligence of employees is positively and significantly related to the processes of organizational learning” (Singh, 2007, p. 69). 10
Human Resource Specialists and the Emotional Intelligence Factor A study conducted by Aydin, Leblebici, Arslan, Kilic, and Oktem (2005) concludes that “evidences for the relationship between pre-eminent achievement and EQ [exist]. Therefore, human resource specialists…should focus on future performance criteria that can probably be provided by tests measuring personality characteristics” (p. 716). Carson, Fontenot, and Burdin (2005, p. 214) recommend that when hiring, questions that address emotional intelligence, the following factors should be developed: • Altruism, helping out others in the organization. • Conscientiousness, doing the right thing. • Sportsmanship, not complaining about minor issues. • Involvement, attending voluntary functions. • Civic virtue, assessing what is best for the organization. 11
Some Emotional Intelligence Inventories • Bar-On (1997): This 133 -item inventory was designed to measure five main elements of emotional intelligence: (a) intrapersonal, (b) interpersonal, (c) adaptability, (d) stress management, and (e) general mood. There are several versions of the Bar-On, this is just one of them. • The Leadership Dimensions Questionnaire (LDQ): Measures three leadership dimensions related to intellectual competencies, five managerial competencies, and seven emotional competencies. • The Multifactor Emotional Intelligence Scale (MEIS): Includes tasks such as judging emotions in faces and designs, generating and then reasoning with an emotion, defining complex emotional terms, and selecting an optimal emotional decision-making strategy. 12
Some Criticisms of Emotional Intelligence An article by Antonakis (2003, p. 357) made some valid criticisms of most studies conducted on emotional leadership: • They did not control for competing variables (e. g. , intelligence, personality). • They failed to avoid common-methods variance. • The did not use measures designed to tap EI (e. g. , use measures of empathy). • They used student populations (note: individual difference measures may demonstrate differential effects depending on context). In a study conducted by Grubb and Mc. Daniel (2007) the Emotional Quotient Inventory Short Form (EQ-i: S) revealed two major faults: • “When responded to honestly, the EQ-i: S is predicted by the Big Five with a multiple correlation of. 79. Therefore, the EQ-i: S can be viewed as an aggregation of The Big Five constructs” (p. 43). • “When faking, respondents were able to improve scores on the EQ-i: S, each of its subtests, and each of The Big Five measures” (p. 43). 13
References Antonakis, J. (2003). Why “Emotional Intelligence” does not predict leadership effectiveness: a comment on Prati, Douglas, Ferris, Ammeter, and Buckley. The International Journal of Organizational Analysis, 11(4), 355 -361. Ashkanasy, N. M. , & Daus, C. S. (2002). Emotion in the workplace: the challenge for managers. Academy of Management Executive, 16(1), 76 -86. Aydin, M. D. , Leblebici, D. N. , Arslan, M. , Kilic, M. , & Oktem, M. K. (2005). The impact of IQ and EQ on pre-eminent achievement in organizations: implications for hiring decisions of HRM specialists. The International Journal of Human Resource Management, 16(5), 701 -719. Carson, K. D. , Carson, P. P. , Fontenot, G. , & Burdin J. J. (2005). Structured interview questions for selecting productive, emotionally mature, and helpful employees. The Health Care Manager, 24(3), 209 -215. Cote, S. , & Miners, C. T. H. (2006). Emotional intelligence, cognitive intelligence, and job performance. Administrative Science Quarterly, 51(1), 1 -28. 14
Druskat, V. U. , & Wolff, S. B. (2001). Building the emotional intelligence of groups. Harvard Business Review, 79(3), 81 -90. Grubb, W. L. , & Mc. Daniel, M. A. (2007). The fakability of bar-on’s emotional quotient inventory short form: catch me if you can. Human Performance, 20(1), 43 -59. Palethorpe, M. (2006). Are you emotional but intelligent or are you emotionally intelligent. Engineering Management, 16(1), 11 -13. Peters, D. (2008). What is emotional intelligence. The Enterprise, 37(31) p. 13. Prati, L. M. , Douglas, C. , Ferris, G. R. , Ammeter, A. P, & Buckley, M. R. (2003). Emotional intelligence, leadership effectiveness, and team outcomes. The International Journal of Organizational Analysis, 11(1), 21 -40. Schaffer, R. D. , & Shaffer M. A. (2005). Emotional intelligence abilities, personality and workplace performance. Academy of Management Best Conference Paper HR: M 1, 1 -6. Singh, S. K. (2007). Role of emotional intelligence in organizational learning: an empirical study. Singapore Management Review 29(2), 55 -74. 15
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