Eric Gladney's presentation on emotional intelligence at the NCLA Leadership Institute.

1. Emotional Intelligence
From Self Awareness to Relationship
Management
Prepared For:
NCLA Leadership Institute
Dr. Eric M. Gladney – Presenter

2. Objectives…..
 Prove that ―soft skills‖ have hard value
within the life of an organization.
 Provide a framework that enables us to re-
think what the elements of success are.
 Build a leadership framework that emerging
leaders can begin to leverage across their
careers which enables them to better serve
their constituency.

3. NCLA Leadership Institute
Mission
 The mission of NCLA Leadership Institute
is to create opportunities for learning and
skill building in leadership and mentoring.
The institute will cultivate an improved
understanding of self and others, while
inspiring participants to serve in leadership
roles within the profession at local, state
and national levels.

4. What is any library’s
most important asset?
Did you say people?

5. Consider…..
 What are the things that make a person a
liability?
 What are the things that make a person an
asset?

6. Surprisingly These 2 Lists Share
ONE COMMON SOURCE:
The Human Brain

7. Human Beings Have At Least
2 Types of Intelligence:
Left Brain Right Brain

8. The Framework
 IQ = Intelligence Quotient
– Academic learning, language, rational thoughts,
analysis
 EQ = Emotional Quotient = Emotional
Intelligence
– Intra-personal competence, interpersonal or
social competence

9. Major Players In The Field
 Daniel Goleman – whose best seller
introduced the ideas to most people.
 Robert K. Cooper – his work is focused on
leadership. He has coauthored the EQ Map
which allows people to identify how they
have used EQ during the past 30 days.
 Reuven Bar-on – has developed an
instrument for measuring EQ ability. It has
17 years of research behind it.

10. Emotional Intelligence Defined
 ―Emotional intelligence‖ refers to the
capacity for recognizing our own feelings
and those of others, for motivating
ourselves, and for managing emotions well
in ourselves and our relationships.
Goleman “Working with Emotional Intelligence” 1998.

11. IQ –vs- EQ
(Intelligence Quotient –vs- Emotional Quotient)
• Research indicates IQ
that IQ can help you
to be successful to
the extent of 20%
only in life. The
remaining 80% is
EQ
dependent on your
EQ.

12. Emotional Intelligence
REGULATION RECOGNITION
Self Awareness Social Awareness
Self Confidence Empathy
Emotional Self Awareness Organizational Awareness
Accurate Self Assessment Service Orientation
Self Management Relationship Mgmt
Self Control Influence
Trust worthiness Inspirational Leadership
Conscientiousness Developing Others
Adaptability Building Bonds
Achievement

13. Self Awareness
 Self awareness - knowing one's internal
states, preferences, resources and intuitions.
– the key to increased personal and organizational
performance.
– "bringing to the conscious mind an
understanding of the compulsions that push us
around"
 It is waking up and realizing WHO you
really are and WHY you do the things the
way that you do them.

14. Self Awareness
 Increasing our own levels of self awareness
therefore, empowers us to make different
choices.
– Not that we will automatically do things
differently.
– ……some habits die hard!
 It allows the leader and the people that they
influence to move to a place of not
automatically reacting in the same old
inappropriate manner as before.

15. Building Emotional Trust – Group
Exercise
 Consider the following statement:
“IF YOU KNEW THIS ABOUT ME, YOU
WOULD BETTER UNDERSTAND WHO I
AM AS A MEMBER OF THIS TEAM.”

16. Building Emotional Trust – Group
Exercise
 What did you learn about yourself?
 What did you learn about others?
 What did you learn about truthful
communication?
 What did you learn about the value of self
awareness?

17. The Emotional Brain
Your life experiences are not sterile facts; they are
emotionally laden memories.

18. Self Awareness – Your Current
Environment
 Your current life circumstances, at home
and at work sets the context for exploring
your EQ capacities.
 Many times, individuals are unaware that
they are having an emotional reaction.
– Underdeveloped self awareness leads to a ―just
do it‖ / ―fly by the seat of my paints‖ attitude
– We need emotional competencies to help us in
this area.

19. Self Awareness Emotional
Competencies
 High degrees of self awareness are strongly
correlated with the following competencies:
– Intentionality
– Creativity
– Resilience
– Interpersonal Connections
– Constructive Discontent

20. Values & Attitudes
 One’s view of the world and what one
values within it….
– Described in the words we use
– The actions we take
– Consistency over time
– They shape our outlook
– They fuel our compassion
– They inform our intuition

21. Self Awareness Principles…
 Taking the time for mindfulness.
 Recognizing and naming emotions.
 Understanding the causes of feelings.
 Differentiating between emotion and the
need to tack action.
 Preventing depression through ―learned
optimism‖.
 Managing anger through learned behavior.
 Listening for the lesson of feelings.

22. Emotional Intelligence
REGULATION RECOGNITION
Self Awareness Social Awareness
Self Confidence Empathy
Emotional Self Awareness Organizational Awareness
Accurate Self Assessment Service Orientation
Self Management Relationship Mgmt
Self Control Influence
Trust worthiness Inspirational Leadership
Conscientiousness Developing Others
Adaptability Building Bonds
Achievement

23. The Marshmallow Self-Management
Test

24. The Marshmallow Self-Management
Test– Group Feedback
 If you have the courage (self-awareness) to
admit it, which child were you? In what
way(s)?
 How do you see marshmallow test relating
to emotional intelligence?

25. Self Management… Essential
Components
 Emotional self-control
 Integrity
 Innovation / creativity
 Initiative / bias for action
 Resilience and Achievement drive
 Realistic optimism and Intentionality

26. Emotional Self-Control Fosters a
Positive Work Environment
 Emotional self-control refers to how we
control or effectively manage the behaviors
our emotions trigger.
 If individuals fail to self manage and loses
control of their emotions often, this can
create an atmosphere of negativity that
ultimately hampers a team’s productivity.

27. Enhancing Self Control
 Remain aware of feelings.
– Paying attention to how you feel—in the
moment—is critical.
 Keep a journal.
– Create a list of situations or events that
―trigger‖ negative emotions.
 Pay attention to ―self talk.‖
– Tell yourself what it looks and feels like to be
under control.
 Remember, you have a choice.

28. Integrity Builds Confidence & Trust
 Integrity is defined as ―doing the right thing,
even when no one is looking.‖
 Imagine for a moment a scenario in which an
organization’s leaders lack integrity.
– What do you see?
 This behavior (this lack of self-management in
the area of integrity), can create a culture
where employees & constituents spend
valuable time ―second-guessing‖ their
leadership.
– …when employees should be focused on goal
achievement & constituents benefiting from them.

29. Enhancing Integrity
 Know your values and principles.
– Constantly remind yourself of what you believe
in, so you naturally live by your values.
 Examine your behavior.
– Determine how well your behavior aligns with
your values.
 Admit mistakes.
– When you are wrong, don’t hesitate to say so.
 Keep your word and treat people fairly.

30. Enhancing Self Control & Integrity:
Group Exercise
 Review the self control & integrity self-
management principles on both sides of the
handout.
 Choose one of the questions and write a
brief response. Discuss its impact on your
emotional intelligence with your group.

31. 30 MINUET BREAK

32. Emotional Intelligence
REGULATION RECOGNITION
Self Awareness Social Awareness
Self Confidence Empathy
Emotional Self Awareness Organizational Awareness
Accurate Self Assessment Service Orientation
Self Management Relationship Mgmt
Self Control Influence
Trust worthiness Inspirational Leadership
Conscientiousness Developing Others
Adaptability Building Bonds
Achievement

33. Social Awareness definitions
 Social Awareness
– Awareness of others feelings, needs or concerns
 Empathy (mandatory)
– 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

34. Social Complexity in Groups
1. Individual
Level
In Groups: 2.
Group
• 1 + 1 =3 Level
• Emotion is
3.
contagious
4.
34

35. How Social Awareness Affects the
Bottom Line
Better Decisions, More Creative Solutions, Higher Productivity
Participation, Cooperation, Collaboration
Trust, Group Identity, Group Efficacy, Networks
Group Emotional Intelligence
35

36. Social Awareness Model
3 6 Dimensions 9 Norms
Levels
Individual Group awareness of Interpersonal understanding
members
Group management of Confronting members who break
members norms
Caring behavior
Group Group self-awareness Team self-evaluation
Group self- management Creating resources for working
with emotion
Creating an optimistic
environment
Proactive problem solving
Cross- Group social awareness Organizational understanding
boundary
(External) Group social skills Building external relationships

37. Social Awareness…..
 It is not about…  It is about . . .
catching and bringing emotions to
suppressing emotions the surface and
as they bubble up proactively
understanding their
 It is not about…
meaning and impact on
being nice
the team and its
performance
37

38. Social Awareness:
Group Exercise
 EQ SELF-ASSESSMENT CHECKLIST

39. Becoming Socially Aware of Needs
 Being aware of others ―needs‖
 Needs:
– Unfulfilled physiological and psychological
desires of an individual.
– Explain workplace behavior and attitudes.
– Create tensions that influence attitudes and
behavior.
– Good managers and leaders facilitate need
satisfaction.

40. Becoming Socially Aware of Needs
 Hierarchy of needs theory:
– Developed by Abraham Maslow.
– Lower-order and higher-order needs affect
workplace behavior and attitudes.
– Lower-order needs:
• Physiological, safety, and social needs.
• Desires for physical and social well being.
– Higher-order needs
• Esteem and self-actualization needs
• Desire for psychological growth and development

41. Becoming Socially Aware of Needs
41

42. Effective Social Awareness Requires
Empathy
 The old song title ―Walk a Mile in My
Shoes‖ sums up the concept of empathy.
 By being attuned to how others feel, an
effective leader will likely say and do what
is most appropriate in any given situation.
– Calming fears
– Reducing the severity of anger
– Joining in the high spirits of the team

43. Enhancing Your Ability To
Empathize
 Listening is the key. Remember, you don’t
have to agree with what is said; it’s about
acceptance.
 Learn to listen for feelings. People don’t
always express their true feelings or
concerns directly, so listen for words that
express feelings and needs.
 Make time for people. Make addressing
the concerns and feelings of others a top
priority.

44. Enhancing Your Ability To
Empathize
 Acknowledge what you think you heard
(or saw). Remember, you don’t have to
agree with what is said; it’s about
acceptance.
 Withhold judgment. When you’re tempted
to criticize or dismiss the opinions or
feelings of others, stop. Also consider the
merits of the other person’s point of view
before you respond.

45. Model of Emotional Intelligence
Highest Relationship
Managing other people’s emotions
Management
Understanding and sensitivity to the
Social Awareness feelings, thoughts, and situation of
others
Controlling or redirecting our internal
Self-management
states, impulses, and resources
Understanding your own emotions,
Lowest Self-awareness strengths, weaknesses, values, and
motives

46. The Three Layers of the Brain
The Layers: How Each Layer Learns:
Rational Brain (thinking) Rational Brain (reading, studying)
cortex and neo-cortex grasps concepts quickly
analytical & technical associations, comprehension
ability
Emotional Brain (feeling) Emotional Brain (experiencing)
limbic system motivation, extended practice,
feelings, impulses, drives feedback, repetition (breaking
a habit)
First Brain
brainstem

47. Gender Differences?
Women tend to be more aware of their emotions,
show more empathy and are adept interpersonally.
Men tend to be more self-confident and optimistic,
adapt more easily, and handle stress better.
However, on the whole,
men and women are generally equal
in total emotional intelligence.

48. Emotions, Attitudes and Behavior
Perceived Environment
Cognitive Emotional
process process
Beliefs
Emotional
Episodes
Attitude Feelings
Behavioral
Intentions Mirror
Neurons
Behavior

49. Relationship Management…
“The key to management success is to
keep the folks who hate you away from
the undecided”
Earl Weaver

50. Great Leaders Move Us
Through our emotions –
which are contagious

51. Exercise
 Think of a leader for whom or with whom you
worked - one that you would gladly work with or
for again.
 Think of a person in a leadership position that you
try to avoid, or left you drained, or hoping for
more.
 How would you DESCRIBE these people? How
did they make you FEEL?

52. Relationship Management Drives
Leadership
 Power
– Ability to get someone else to do something you
want done or make things happen the way you want.
 Power should be used to influence and control
others for the common good rather seeking to
exercise control for personal satisfaction.
 Two sources of managerial power:
– Position power.
– Personal power.
52

53. Relationship Management Drives
Leadership
 Position power
– Based on a manager’s official status in the
organization’s hierarchy of authority.
 Sources of position power:
– Reward power
• Capability to offer something of value.
– Coercive power
• Capability to punish or withhold positive outcomes.
– Legitimate power
• Organizational position or status confers the right to
control those in subordinate positions.
53

54. Relationship Management Drives
Leadership
 Personal power
– Based on the unique personal qualities that a person brings
to the leadership situation.
 Sources of personal power:
– Expert power
• Capacity to influence others because of one’s knowledge
and skills.
– Referent power
• Capacity to influence others because they admire you
and want to identify positively with you.
54

55. Alternative change strategies and
their leadership implications.
55

56. 4 Criteria For Relationship
Management
 A decision regarding the best course of
action in a particular situation.
 An interaction with others based on the
research you've done.
 An outcome
– How and what you say or do will be guided by
a specific outcome you want to achieve.
 Your needs
– The outcome you intend to achieve will be
guided by your specific needs, or the business
needs, at that time.

57. Relationship Management Drives
Organizational Commitment
 Affective commitment
– Emotional attachment to, identification with,
and involvement in an organization
 Continuance commitment
– Belief that staying with the organization serves
your personal interests

58. Building Organizational
Commitment
 Justice and support  Organizational
– Apply humanitarian comprehension
values – Know firm’s
– Support employee well- past/present/future
being – Open and rapid
 Shared values communication
– Values congruence  Employee involvement
 Trust – Employees feel part of
– Employees trust org company
leaders – Involvement
– Job security supports demonstrates trust
trust

59. Intelligence
Intellectual
Emotional

60. QUESTIONS / COMMENTS

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