2. CONTENT
• Emot ional labour
• Emot ional I nt elligence
• Self -awar eness
• Self r egulat ion
• Social skills
• Social awar eness
3. THE LAST BEER
A young man had only a limit ed amount of beer in
his f r idge. His best f r iend came r ound t o visit .
Dur ing t heir conver sat ion he t old his f r iend not t o
dr ink his last beer . Lat er he f ound his f r iend had
dr unk it .
WHAT WOULD AN EMOTIONALLY
INTELLIGENT RESPONSE HAVE BEEN?
•To go and buy some more maybe?
•To ignor e it and enj oy his f r iend' s company?
•To have a cup of cof f ee inst ead?
•To go down t he pub t oget her ?
•Any ot her ?
4. WHAT HAPPENED?
He had low emot ional int elligence and did none of t hese.
He shot his f riend dead. He is now in prison serving t ime
f or murder. His rage drove him t o short -t erm act ion
which produced long-t erm negat ive consequences.
This is an ext reme but clear example of how low
emot ional int elligence and a poor abilit y t o cont rol st rong
emot ions in part icular, can impact on a person' s
behaviour, work and lif e.
Being able t o cont rol st rong emot ions such as rage is t he
sevent h dimension of emot ional int elligence. I t is very
hard t o build t rust wit hout being able t o cont rol your
st rong emot ions. I f you are in business and want t o be
successf ul building t rust is imperat ive.
5. TWO VIEW POINTS
ABOUT EQ
Tradit ionalist s say t hat
emot ions
High per f or mer s say
t hat emot ions
Dist r act us
I ncrease our
vulnerabilit y
Cloud our j udgment
I nhibit f r ee f low of
dat a
Must be cont r olled
Mot ivat e us
I ncrease our
conf idence
Speed our analysis
Build t r ust
Pr ovide vit al f eedback
Must be managed
5
6. 8 BASIC EMOTIONS
• These emot ions can combine t o creat e new emot ions
e.g. Happiness + Ant icipat ion = Excit ement .
e.g Anger minus ent husiasm =depression.
• Same event can give mult iple emot ions at t he same
t ime e.g. For a f at her: Happiness (of daught er
marrying) + Sadness (of daught er leaving because of
marriage)
• Emot ions are t ied wit h physiological response e.g.
churning in st omach, perspirat ion on f ace, blushing of
cheeks et c.
Fear Anger
Disgust Trust
Surprise Ant icipat ion
Happiness Sadness
7. FELT VERSUS
DISPLAYED EMOTIONS
Felt Emotions
An individual’s act ual
emot ions.
Displayed Emotions
Emot ions t hat ar e
or ganizat ionally
requir ed and
consider ed
appropriat e in a given
j ob.
8. EMOTIONAL LABOUR
When an employee expr esses
or ganizat ionally- desir ed emot ions dur ing
int er personal int eract ions.
Have you ever f elt dr ained af t er wor king t o
cont inue smiling at disr espect f ul cust omer s
or f aking int er est in a cowor ker’s relat ionship
issues?
This t ype of ef f or t has a name: emot ional
labor .
9. Roles t hat have been ident if ied as
requiring emot ional labor include but are
not limit ed t o t hose involved in
public administ rat ion, f light at t endant ,
daycare worker , nursing home worker ,
nurse, doct or, st ore clerk,
call cent er worker , sex worker , t eacher,
librarian, social worker ; most roles in a
hot el, mot el, t avern, bar, pub, and
rest aurant ; and j obs in t he media, such as
t elevision and radio.[3]
As part icular
economies move f rom a manuf act uring- t o
a service-based economy, more workers in
10. EMOTIONAL
INTELLIGENCE
Emot ional int elligence is t he abilit y t o
ident if y and manage your own
emot ions and t he emot ions of ot hers.
The Global Emot ional I nt elligence
Test - GEI T
Check your emot ional int elligence at
f ollowing link :
ht t p:/ / globalleadershipf oundat ion.com/ ge
ht t ps:/ / www.arealme.com/ eq/ en/
11. APPLICATIONS OF
UNDERSTANDING EMOTIONS
• Ability and Selection
– Emotions affect employee effectiveness.
• Decision Making
– Emotions are an important part of the decision- making
• Motivation
– Emotional commitment to work and high motivation are
• Leadership
– Emotions
are important to acceptance of messages from organiz
12. • Interpersonal Conflict
– Conflict in the workplace and individual emotions are
• Customer Services
– Emotions affect service quality delivered to customer
• Deviant Workplace Behaviors
– Negative emotions lead to employee deviance (action
• Productivity failures
• Property theft and destruction
• Political actions
• Personal aggression
13. DANIELGOLEMAN’S MODEL
Goleman f ocuses on EI as a wide array of
compet encies and skills t hat drive
leadership perf ormance.
•Self -awareness
•Self -management
•Social awareness
•Relat ionship management
14.
15. Self- Awareness concerns knowing one’s int ernal st at es,
pref erences, resources, and int uit ions. The Self -Awareness
clust er cont ains t hree compet encies:
• Emotional Awareness: Recognizing one’s emot ions and t heir
ef f ect s.
• Accurate Self- Assessment: Knowing one’s st rengt hs and
limit s.
• Self- Confidence: A st rong sense of one’s self -wort h and
capabilit ies.
Self- Management ref ers t o managing ones’ int ernal st at es,
impulses, and resources. The Self -Management clust er
cont ains six compet encies:
• Emotional Self- Control: Keeping disrupt ive emot ions and
impulses in check.
• Transparency: Maint aining int egrit y, act ing congruent ly wit h
16. Social Awareness ref ers t o how people handle relat ionships
and awareness of ot hers’ f eelings, needs, and concerns.
The Social Awareness clust er cont ains t hree
compet encies:
• Empathy: Sensing ot hers’ f eelings and perspect ives, and
t aking an act ive int erest in t heir concerns.
• Organizational Awareness: Reading a group’s emot ional
current s and power relat ionships.
• Service Orientation: Ant icipat ing, recognizing, and
meet ing cust omers’ needs.
Relationship Management concerns t he skill or adept ness at
inducing desirable responses in ot hers. The Relat ionship
Management clust er cont ains six compet encies:
• Developing Others: Sensing ot hers’ development needs
and bolst ering t heir abilit ies.
• Inspirational Leadership: I nspiring and guiding individuals
