training

1. Emotionally Intelligence
Leadership
Otto Tawanda Chisiri
Otto Tawanda Chisiri . All rights reserved.

2. EMOTIONAL INTELLIGENCE
TRAINING

3. Today’s Training Will Help You
Understand emotional intelligence and why it is
important to personal and professional success.
Recognize five competencies you can work on to
increase your level of emotional intelligence.
Listen to and employ your emotions for better decision making.
Show you care, and build trust by displaying sensitivity and
concern.
Use your energy and enthusiasm to motivate others.

4. Introductory remarks
Success in the
workplace is
determined less
by IQ and more
by Emotional
Intelligence (EI).
EI is necessary
for people to
work together in
harmony
towards the
organisation’s
goals
EI is largely
learnt.
EI is nothing but
maturity and
character.

5. What is Emotional Intelligence?
Emotional intelligence is not about being nice all the time.
• It is about being honest.
Emotional intelligence is not about being “touchy-feely.”
• It is about being aware of your feelings, and those of
others.
Emotional intelligence is not about being emotional.
• It is about being smart with your emotions.

6. “We are being judged by a
new yardstick; not just how
smart we are, or by our
training and expertise, but
also how well we handle
ourselves and each other.”
Daniel Goleman, Ph.D.
Working with Emotional
Intelligence

7. More potent predictors of career success were
Ability to handle frustrations
manage own emotions
manage own social skills
Do you know
any highly
intelligent
people who
aren’t socially
adept?

8. How do we view emotions?
• chaotic
• haphazard
• superfluous
• incompatible with
reason
• disorganized
• largely primitive
• resulting from the lack
of effective adjustment

9. How do we view emotions?
• Arouse, sustain, direct activity
• Part of the total economy of
• living organisms
• Not in opposition to intelligence
• Themselves a higher order of
intelligence
Emotional processing
may be an essential part
of rational decision
making

12. Joy
Surprise
Sadness
Anger
Disgust
Fear

13. Evolutionary Advantage to Emotion
For example:
• Fight or flight
response
• but can basic
emotions
overwhelm
rational thinking?

14. Neurobiology of Rationality
Damasio’s work shows how
neurobiology can help us
understand the role of
emotion in thinking. We
constantly learn more about
this important area.
Work like his underlies the
concepts of emotional
intelligence.
• There are less obvious
advantages to emotional
experience.
• Emotion is emerging as an
essential contributor to
rational decision making.

15. •“Being nice”
•Letting feelings
hang out”
What is Emotional Intelligence (EI)?
The capacity for recognizing our
own feelings and those of others,
for motivating ourselves, and for
managing emotions well in
ourselves and in our relationships.

16. It is no longer enough to
lead by virtue of power
alone.

17. Why EI is important
• Good leadership works through
emotions
• Emotions are important because of the
open loop nature of the limbic system.
• Open loop system depends on
external forces to regulate itself.
• People rely on connections with others
for their emotional stability

18. The Emotional Process and Emotional Intelligence
Behavior
Awareness of Situation Emotional Arousal
Amygdal (triggers emotional
response)
Neo-Cortex (most
recent evolution –
complex thought)

19. • Negative emotions must be controlled
• Anger, anxiety and depression can divert
attention from the task at hand.
• An upset person finds it difficult to empathise with
others.
• On the other hand, positive emotions increase
optimism, helpfulness and creativity.
• Emotionally intelligent leaders create resonance
• Advertisers target our emotions
!!!!!!!!!!!!!!!!!!!.

20. • Effective leadership involves a
combination of feeling and thought
• In many situations, especially during
stress and emergency, the emotional
centres command the rest of the brain
• The ability to sooth the surge of
emotions – particularly intense surges
– is an important skill.

21. • The brain’s design means that a person
has little control over when he or she
is swept by an emotional wave.
• However, through effort, behaviour
change or even medication, individuals
can exert control over how long and
intensely an emotion will endure.

22. Fundamental Questions
1. What emotional resources
do leaders need to thrive
amidst chaos and turbulent
change?
2. How do leaders create an
emotional organizational
climate that fosters creative
innovations, change,
performance, or lasting
relationships?

23. Remember!
Emotional intelligence is not about being nice all the time.
• It is about being honest.
Emotional intelligence is not about being “touchy-feely.”
• It is about being aware of your feelings, and those of
others.
Emotional intelligence is not about being emotional.
• It is about being smart with your emotions.

24. DISCUSSION
“In politics,(workplace) it is much safer to
be feared than to be loved.”
The prince – The Prince
Do You
Agree?

25. The Five Essential Competencies Of Emotional
Intelligence
• Self-Awareness
• Self-Regulation
• Self-Motivation
• Empathy
• Effective Relationships
Relate to Ourselves
Relate to Others

26. Personal Benefits of Emotional Intelligence
Greater career success
Stronger personal relationships
Increased optimism and confidence
Better health

27. Professional Benefits of Emotional Intelligence
Effective leadership skills
Improved communication
Less workplace conflict
Better problem solving skills
Increased likelihood of promotion

28. SELF-ALIGNMENT
LEADERSHIP
IN THE MIDDLE
INTEGRATION WORKING WITH OTHERS
Customer Orientation
Business Acumen
Project Leadership
Managing Change
Self-Understanding
Resiliency
Relationship Skills
Communication
Coaching/Mentoring
Actualizing Vision
Conflict Management
What is Leadership?

29. DISCUSSION
Note How Many of the
Leadership Competencies Rely
On High Emotional Intelligence!

30. Good Leadership
The understanding of the nature of
leadership has greatly developed
during the last few decades.
A position of leadership gives one an
unusual degree of influence over
others.

31. Good Leadership
One’s influence may be either positive or
negative.
Studies in capitalist enterprises show that
the actions of the leader account for up to
70 percent of employees’ perceptions of
the climate of their organization.

32. Model to Develop Emotional Intelligence

33. How to Become an Emotionally Intelligent
Leader?
The first step is to envision your ideal.
Who do you want to be?
What do you want to achieve in life?
What do you want to achieve in your work?
What do you want to give to the world?

34. Our Limitations
To change the world requires great struggle
to overcome tremendous obstacles.
Yet the greatest obstacles we will face are
within:
• our own limitations and bondages;
• our mental complexes and weaknesses.

35. To Overcome our Limitations
• Self-analysis
• The spirit of struggle Inner change:
• superimpose jealousy with friendliness
• hatred with compassion, forgiveness
• envy with praise, encouragement
• pride, arrogance with humility
•

36. The Good - Description
Good Boss
Visionary
Humorous
Kind
Appreciative
Good communicator
Clear, precise
(communication)
Hard worker
Empathetic
Good team
builder
Positive
Ethical
Results-oriented
(vs. process)

37. The Bad - Descriptions
Bad Boss
Disrespectful
Belligerent
Demeaning
Moody
Negative
Unethical
Incompetent
Discouraging
Self-absorbed
Inconsistent direction
Vindictive
Ego-maniac
Prideful
Manipulative
Paranoid

38. The Good - Feelings
Good Boss
Empowered
Enthusiastic
Valued
Energized
Hopeful, Confident
Safe, Relaxed
Mutual admiration
Respected
Motivated to excel

39. The Bad - Feelings
Bad Boss
Little, small,
demeaned
Hopeless
Stupid
Drained
Very Stressed
Angry
Fearful
Depressed
Unappreciated
Incompetent
Rebellious
Withdrawn
Uncooperative
Unproductive
Eager to
sabotage

40. Intent vs. Impact
People with highly-developed EI are aware of their
IMPACT.
They are acutely aware that the impact that
behavior has on others can be different from what
you intend or expect.
People respond to you based upon what they
perceive about your behavior, not what you think
they perceive.

41. Developing Your Emotional Intelligence
Acting With Integrity
Difficult choices occur
Align choices with core values
Negative impact from being “out of alignment”

42. If we knew nothing about a store except that
employee attitudes had improved 5%, we
could predict that its revenue would rise .5%
above what it otherwise would have been.
--Sears executive, Harvard Business Review,
January, 1998

43. Nine
Strategies
for
Taking the time for mindfulness
Recognizing and naming emotions
Understanding the causes of feelings
Differentiating between emotion and the need to take action
Preventing depression through “learned optimism”
Managing anger through learned behavior or distraction techniques
Listening for the lessons of feelings
Using “gut feelings” in decision making
Developing listening skills
Promoting
Emotional
Intelligence

44. Otto Tawanda Chisiri . All rights reserved. 2–46

45. Discussion
• How can we strengthen competencies
that are currently less-developed?
• How does this information shape the
way we guide and interact with others?
• How does our understanding of behavior
and motivations impact our EI?
• How can we use this information to
be better leaders?

46. THE END
THANK YOU FOR YOUR
ATTENTION
REMEMBER EI IS THE
DIFFERENCE BETWEEN
SUCCESS AND FAILURE

47. EXTRA SLIDES
EI
Components-In
more detail

48. EI Components-In more detail.
Self
awareness
Knowing what we
are feeling at the
moment’
Having a realistic
assessment of our
capabilities
Being self
confident
Emotional
awareness
Accurate self
assessment
Self confidence

49. Self
regulation
Controlling our
emotions so that
they do not
interfere with the
task at hand
Self control
Trustworthiness
Conscientiousness
Adaptability
Innovation

50. Motivation Moving towards our
goals
Taking initiative
Striving to improve
Persevering in the face
of setbacks and
frustrations
Achievement
drive
Commitment
Initiative
Optimism

51. Empathy Sensing what
people are feeling
Understanding
their perspective
Cultivating rapport
Supporting
diversity
Understanding
others
Developing others
Service
Leveraging
diversity
Political
awareness

52. Social skills Handling emotions in
social relationships
well
Persuading and
leading
Negotiating
Settling disputes for
cooperation and
teamwork
Communication
Conflict
management
Leadership
Change agent
Building bonds
Collaboration and
cooperation
Team capabilities

53. Self Awareness
• Emotions can be and often are unconscious as well as
conscious.
• They begin before we are rationally aware of an oncoming
feeling.
• Unconscious emotions can have a powerful effect on our
thoughts and reactions, even though we are not aware of
them.
• When we become conscious of these feelings, then we can
evaluate and better control them.
• Therefore, self-awareness is the foundation for managing
emotions, such as being able to shake off a bad mood.

54. Self Awareness
• A self-aware person who knows that tight deadlines bring out the
worst in him will plan his time carefully and get his work done well
in advance.
• Someone who is highly self-aware will be able to be firm turning
down a job offer that is tempting financially but does not fit with
his principles or long-term goals.

55. • How can one recognize self-awareness?
• It shows itself as candor and an ability to assess oneself
realistically.
• People with high self-awareness are able to speak accurately and
openly about their emotions and the impact they have on their
work
• One of the hallmarks of self-awareness is a self-deprecating
sense of humor.

56. • Self- aware people know - and are comfortable talking about - their
limitations and strengths, and they often demonstrate a thirst for
constructive criticism.
• Self-aware people know well their capabilities and are less likely to
set themselves up to fail by, for example, overstretching on
assignments.
• They know when to ask for help.
• And the risks they take on the job are calculated. They won't ask
for a challenge that they know they can't handle alone.
• They'll play to their strengths.

57. Emotional awareness
• Understanding our emotions
• Understanding the links between our feelings and our thoughts
and actions
• Realising how feelings affect performance

58. Self assessment
• Awareness of our strengths and weaknesses
• Ability to reflect and learn from experience
• Openness to feedback
• Sense of humour
• Sense of perspective

59. Self confidence
• Self assured presence
• Voicing unpopular views
• Decisiveness even under pressure and uncertainty

60. Self Regulation
• Self-mastery and the ability to withstand emotional storms is a
valuable competency.
• Managing emotions is a full-time job.
• Many of the things we do every day, from work to recreation,
are attempts to manage mood.
• The signs of emotional self-regulation include reflection and
thoughtfulness; comfort with ambiguity, change, an ability to
say no to impulsive urges.

61. Self control
• Controlling impulse
• Getting on top of distressing emotions
• Staying composed even under pressure
• Thinking clearly and staying focused under pressure

62. Trustworthiness
• Acting ethically
• Reliable and authentic
• Ability to admit mistakes
• Ability to confront unethical actions
• Taking tough principled stands even if they are unpopular

63. Conscientiousness
• Meeting commitments
• Keeping promises
• Self accountable
• Organised and careful in the workplace

64. Adaptability
• Ability to handle multiple demands and shifting priorities and rapid
change
• Adapting responses and tactics to fluid circumstances
• Flexibility in seeing and interpreting events
• Positive and cheerful disposition

65. Innovation
• Seeking out new ideas from various sources
• Entertaining original solutions to problems
• Generating new ideas
• Taking fresh perspectives and risks in their thinking

66. Motivation
• Positive motivation is crucial to achievement.
• Emotions determine motivation levels, ie how people get on in
life because they can enhance or limit the capacity to use
innate abilities.
• Such people seek out creative challenges, love to learn, and
take great pride in a job well done.
• They also display an unflagging energy to do things better.
• They often seem restless with the status quo.
• They are persistent with their questions about why things are
done one way rather than another; they are eager to explore
new approaches to their work

67. Achievement drive
• Result orientation
• Setting challenging goals and taking calculated risks
• Always looking for ways to improve performance

68. Commitment
• Focused on larger organisational goal
• Sense of purpose
• Aligned with core values of the organisation

69. Initiative
• Readiness to seize opportunities
• Pursuing goals beyond what is ready or expected
• Cutting through red tape and bending the rules when necessary
to get the job done
• Mobilising others through unusual, enterprising efforts

70. Optimism
• Persistence in seeking goals despite obstacles and setbacks
• Operating out of hope rather than fear of failure
• Seeing setbacks with the right perspective

71. Empathy
• Rapport, the root of caring, arises from the capacity for empathy.
• Those who can read the feelings of other people are better
adjusted, more popular, more outgoing and more sensitive.
• These are the people who are more likely to carry different
members of the team along.

72. • Empathy doesn't mean adopting other people's emotions as one's
own and trying to please everybody.
• Empathy means thoughtfully considering employees' feelings -
along with other factors - in the process of making intelligent
decisions
• Empathy is particularly important today as a component of
leadership for various reasons: the increasing use of teams; the
rapid pace of globalization; and the growing need to retain talent.

73. Understanding others
• Paying attention to emotional cues and listening well
• Showing sensitivity and understanding others’ perspectives
• Helping others based on their needs and feelings

74. Developing others
• Acknowledging and rewarding people’s strengths and
accomplishments
• Offering useful feedback and identifying people’s needs for
further growth
• Mentoring and coaching

75. Service orientation
• Understanding customer needs
• Looking for ways to improve customer satisfaction and loyalty
• Gladly offering appropriate assistance
• Taking the customer’s perspective

76. Leveraging diversity
• Respecting and relating well to people from varied backgrounds
• Understanding diverse world views and being sensitive to group
differences
• Viewing diversity as an opportunity
• Challenging bias and intolerance

77. Political awareness
• Accurately reading power relationships
• Accurately reading organizational and external realities
• Understanding the forces that shape the views and actions of
clients, customers and competitors

78. Social skills
• The ability to express feelings is a key social competence.
• Emotions are contagious.
People send emotional signals during every encounter and
unconsciously imitate the emotions that others emanate.
• The better we are at sensing the emotions of others and
controlling the signals we send, the more we can control the
effect we have on others

79. • Social skill is not just a matter of friendliness.
• Social skill is friendliness with a purpose: moving people in the
desired direction, whether that's agreement on a new marketing
strategy or enthusiasm about a new product.
• Socially skilled people tend to have a wide circle of acquaintances.
• That doesn't mean they socialize continually; it means they work
according to the assumption that nothing important gets done
alone.

80. • Such people have a network in place when the time for action
comes.
• Social skill is the culmination of the other dimensions of emotional
intelligence.
• People have strong social skills when they can understand and
control their own emotions and can empathize with the feelings of
others.
• Even motivation contributes to social skill.

81. Influence
• This involves skills in winning people.
• Sometimes it involves over-dramatising some points
• Ability to fine tune the pitch to appeal to the listener is important.
• It often involves using influence to build consensus and support

82. Communication
• Ability to register emotional cues
• Good at listening
• Information sharing
• Receptiveness to bad news

83. Conflict management
• Ability to deal with tense situations with diplomacy and tact
• Spotting potential conflicts and bringing them out into the open
• Encouraging debate and open discussion
• Ability to orchestrate win win solutions

84. Leadership
• Arousing enthusiasm for a shared vision/mission
• Stepping forward to lead as needed regardless of position
• Guiding the performance of others while holding them
accountable
• Leading by example

85. Change management
• Recognising the need for change and removing barriers
• Challenging the status quo and acknowledging the need for
change
• Championing the change and enlisting others in its pursuit
• Modelling the change expected of others

86. Building bonds
• Cultivating and maintaining extensive informal networks
• Seeking out mutually beneficial relationships
• Building rapport
• Maintaining good personal relationships with colleagues

87. Collaboration and cooperation
• Balance between task and relationships
• Cooperating, sharing plans, information and resources
• Promoting a friendly cooperative climate
• Spotting and nurturing opportunities for collaboration

88. Team capabilities
• Modelling team qualities like respect, helpfulness and
cooperation
• Drawing all members into active and enthusiastic participation
• Building team identity, team spirit and commitment
• Presenting the group and its reputation
• Sharing credit

89. THE END
•THANK YOU FOR YOUR ATTENTION
•REMBER EI IS THE DIFERENCE BETWEEN
SUCCESS AND FAILURE

90. 92
THANK YOU