7/28/2019 Question 26 & 34 (1)

1/23

QUESTION 26 :

Explain the important domains of Emotional

Intelligence

7/28/2019 Question 26 & 34 (1)

2/23

Emotional Intelligence (EI) skills by four quadrants of

Daniel Goleman (1995)

Self-awareness

1.Emotional self-awareness

2. Accurate self-assessment

3. Self-confidence

Self-management

1.Emotional self-control

2.Transparency

3.Adaptability

4.Achievement orientation5.Initiative

6.Optimism

Social Awareness

1.Empathy2.Organizational awareness

3.Service Orientation

Relationship management

1.Developing others2.Inspirational leadership

3.Change catalyst

4.Influence

5.Conflict management

6.Teamwork & collaboration

7/28/2019 Question 26 & 34 (1)

3/23

1) Emotional Awareness

a.Know which emotions they are feeling & why

b.Realize the links between their feelings & what they think, do &say

c.Recognise how their feelings affect their performance

d.Have a guiding awareness of their values & goals

2) Accurate Self-Assessment

a.Aware of their strengths & weaknesses

b.Learn from experience

c.Open to feedback, continuous learning & self development

d.Able to show a sense of humour & perspective about themselves

7/28/2019 Question 26 & 34 (1)

4/23

3) Self- Confidence

a.Present themselves with self-assurance

b.Can voice unpopular views in order to do what is rightc.Are decisive & able to make sound decisions despite uncertainties & pressures

Strategies to increase the self-awareness

1.Quit treating your feelings as Good or Bad

2.Observe the ripple effect from your emotions3.Lean into your discomfort

4.Feel your emotions physically

5.Know who and what pushes your buttons

6.Keep a journal about your emotions

7.Dont be fooled by a bad mood or a good mood either.8.Stop and ask yourself why you do the things you do

9.Check yourself

10.Spot your emotions in books, movies, and music

11.Seek feedback

12.Get to know yourself under stress

7/28/2019 Question 26 & 34 (1)

5/23

Self-Management

1) Emotional Self-Control

a.Manage their impulsive & distressing feelings well

b.Stay calm & positive in a crisis

c.Think clearly & stay focus under pressure

2) Transparency

a.Act ethically at all times

b.Build trust through their reliability & authenticity

c.Admit their own mistakes & confront un-ethical behavior in othersd.Take tough decisions even if they are unpopular

7/28/2019 Question 26 & 34 (1)

6/23

3) Adaptability

a.Smoothly handle multiple demands, shifting priorities & rapid

change

b.Adapt their responses & tactics to meet fluid circumstances

c.Are flexible in how they see & respond to events

4) Achievement Orientationa.Are results orientated with a high drive to meet their objectives

& standards

b.Set challenging goals & take calculated risks

c.Pursue data & information to reduce uncertainty & find ways todo better

d.Learn how to improve their performance

7/28/2019 Question 26 & 34 (1)

7/23

5) Initiative

a.Are ready to seize opportunitiesb.Pursue goals beyond what is expected or required of them

c.Cut through red tape in order to get the job done

d.Mobilize others through unusual, enterprising efforts

6) Optimism

a.Persist in attaining goals despite obstacles & setbacks

b.Operate from hope of success, rather than fear of failure

c.See setbacks as manageable circumstances not personalflaw

7/28/2019 Question 26 & 34 (1)

8/23

1) Empathy

a.Are attentive to emotional cues & listen well

b.Show sensitivity & understand other peoples perspectives

c.Help out based on other peoples needs & feelings

2) Organizational Awarenessa.Ability to recognize both the social and political dynamics

that occur on teams, in businesses and even communities.

b.Read key power relationships, and then make effective use

of these relationships to achieve desired results.

3) Service Orientation

a.Anticipating, recognizing, and meeting customers' needs

7/28/2019 Question 26 & 34 (1)

9/23

Relationship Management

1) Developing Others

a.Acknowledge & reward other peoples strengths, achievements

& development

b.Offer useful feed back & identify peoples needs for

development

c.Mentor, give timely coaching & offer assignments that

challenge & grow a persons skills

2) Inspirational Leadershipa.Ability to create a clear and compelling vision that maps their

companys future direction.

b.providing a vision that motivates others.

7/28/2019 Question 26 & 34 (1)

10/23

3) Change Catalyst

a.Recognizing the need for change and supporting the process

4)Influence

a.Persuading others

5)Conflict Management

a.Settling disputes, differences of opinion and misunderstanding

6)Teamwork & Collaboration

a.Building effective teams

7/28/2019 Question 26 & 34 (1)

11/23

COMMUNICATION SKILLS

Question 34 :What communication skills should be practiced by a

leader in an organization ?

7/28/2019 Question 26 & 34 (1)

12/23

7/28/2019 Question 26 & 34 (1)

13/23

7/28/2019 Question 26 & 34 (1)

14/23

CommunicationCommunication is the exchange and flow of information and ideas from one person to

another; It involves a sender transmitting an idea, information, or feeling to a receiver

Studying the communication process is important because you coach, coordinate,

counsel, evaluate, and supervise throughout this process. It is the chain of

understanding that integrates the members of an organization from top to bottom,

bottom to top, and side to side.

Active Listening Hearing and listening are not the same thing. Hearing is the act of perceiving

sound. It is involuntary and simply refers to the reception of aural stimuli.

Listening is a selective activity which involves the reception and the

interpretation of aural stimuli. It involves decoding the sound into meaning.

Listening is divided into two main categories: passive and active. Passive

listening is little more that hearing. It occurs when the receiver of the message

has little motivation to listen carefully, such as when listening to music, story

telling, television, or when being polite.

7/28/2019 Question 26 & 34 (1)

15/23

Active Listening requires the receiver to hear the various messages, understand the

meaning, and then verify the meaning by offering feedback.

The following are a few traits of active listeners:

Spend more time listening than talking.

Do not finish the sentences of others.

Do not answer questions with questions.

Are aware of biases. We all have them. We need to control them.

Never daydreams or become preoccupied with their own thoughts when otherstalk.

Let the other speakers talk. Do not dominate the conversations.

Plan responses after the others have finished speaking, NOT while they are

speaking. Provide feedback, but do not interrupt incessantly.

Analyze by looking at all the relevant factors and asking open-ended questions.Walk others through by summarizing.

Keep conversations on what others say, NOT on what interests them.

Take brief notes. This forces them to concentrate on what is being said.

7/28/2019 Question 26 & 34 (1)

16/23

FeedbackThe purpose of feedback is to alter messages so the intention of the original

communicator is understood by the second communicator. It includes verbal andnonverbal responses to another person's message.

Providing feedback is accomplished by paraphrasing the words of the sender.Restate the sender's feelings or ideas in your own words, rather than repeatingtheir words.

Your words should be saying, This is what I understand your feelings to be, amI correct?

We make judgments more often than we try to understand: Evaluative: Making a judgment about the worth, goodness, or appropriateness of

the other person's statement.

Interpretive: Paraphrasingattempting to explain what the other person's

statement means. Supportive: Attempting to assist or bolster the other communicator.

Probing: Attempting to gain additional information, continue the discussion, orclarify a point.

Understanding: Attempting to discover completely what the other communicatormeans by her statements.

7/28/2019 Question 26 & 34 (1)

17/23

Nonverbal Behaviors of Communication

Eye contact: helps to regulate the flow of communication. It signals interest inothers and increases the speaker's credibility.

Gestures: If you fail to gesture while speaking you may be perceived as boring andstiff. A lively speaking style captures the listener's attention.

Posture and body orientation: You communicate numerous messages by the way

you talk and move. Standing erect and leaning forward communicates to listenersthat you are approachable, receptive and friendly.

Proximity: Cultural norms dictate a comfortable distance for interaction with others.You should look for signals of discomfort caused by invading the other person'sspace. Some of these are: rocking, leg swinging, tapping, and gaze aversion.

Vocal: Speaking can signal nonverbal communication when you include such vocalelements as: tone, pitch, rhythm, timbre, loudness, and inflection.

For maximum teaching effectiveness, learn to vary these six elements of yourvoice. One of the major criticisms of many speakers is that they speak in a

monotone voice. Listeners perceive this type of speaker as boring and dull.

7/28/2019 Question 26 & 34 (1)

18/23

Speaking Hints

When speaking or trying to explain something, ask the listeners if

they are following you. Ensure the receiver has a chance to comment or ask questions.

Try to put yourself in the other person's shoesconsider thefeelings of the receiver.

Be clear about what you say. Look at the receiver.

Make sure your words match your tone and body language(nonverbal behaviors).

Vary your tone and pace.

Do not be vague, but on the other hand, do not complicate what youare saying with too much detail.

Do not ignore signs of confusion.

7/28/2019 Question 26 & 34 (1)

19/23

7/28/2019 Question 26 & 34 (1)

20/23

7/28/2019 Question 26 & 34 (1)

21/23

7/28/2019 Question 26 & 34 (1)

22/23

7/28/2019 Question 26 & 34 (1)

23/23