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Emotional
Intelligence
A Leader’s
Primer

Feelings are indispensable
for rational decision
making. They are like a
compass, they guide us in
the right direction.

Three Competency Domains
1. Technical Skills
2. Cognitive
Abilities
3. EI Abilities

Studies* show:
For all levels of jobs, EI
competencies are twice as
effective as IQ in determining
an individual’s success rate.
The higher the level of a
position in an organization,
the more EI seems to matter.
 Executive Leaders show an
85% correlation between EI
competency and success.

EI Competencies
 Self-Awareness
 Self-Management
 Social Awareness
 Relationship
Management
EI

Self-Awareness
Knowing one’s internal states, preferences,
resources and intuitions
 Emotional Self-Awareness
 Accurate Self-Assessment
 Realistic Self-Confidence

Knowing one’s internal states, preferences,
resources and intuitions
 Emotional Self-Awareness –
Recognize your own inner signals,
note how decisions and values match
 Accurate Self-Assessment – Know
your real limits and strengths, be
graceful in learning, know when to ask
for help
 Realistic Self-Confidence – Be
willing and able to play to your
strengths, admit you have them!

Self-Management
Managing one’s internal states, impulses and
resources
 Emotional Self-Control
 Transparency
 Optimism
 Adaptability
 Innovation
 Achievement

Emotional Self-Control – Manage your own disturbing
emotions, stay calm and clear-headed
Transparency – Live your values, admit mistakes, never turn a
blind eye
Optimism – Roll with the punches, expect the best of
everyone.
Adaptability – Flexible, nimble, fluid, comfortable with
ambiguity
Innovation – Seize opportunities, or create them
Achievement – Continually learning – and teaching– ways to
do things better
Managing one’s internal states, impulses and resources

Social Awareness
Awareness of other’s feelings, needs,
concerns and the currents, networks and
politics of the organization
 Empathy
 Organizational
Awareness
 Service
Orientation

Awareness of other’s feelings, needs,
concerns and the currents, networks and
politics of the organization
 Empathy – Listen, attune, grasp other’s
perspectives
 Organizational Awareness – “P”olitically
and “p”olitically astute, know the values
and unspoken rules
 Service Orientation – be available to
your staff, serve to receive excellent
service

Relationship Management
 Inspirational
 Influence
 Developing Others
 Change Catalyst
 Conflict
Management
 Building Bonds
 Teamwork &
Collaboration
Awareness of one’s
effect on others, ability
to work effectively and
efficiently with others

Awareness of one’s effect on others, ability to
work effectively and efficiently with others
 Inspirational – Embody what you ask of others
 Influence – Be persuasive and engaging
 Developing Others – Cultivate people’s abilities
 Change Catalyst – Recognize the need for
change, challenge the status quo
 Conflict Management – acknowledge and
redirect
 Building Bonds – Cultivate the web of
relationships
 Teamwork & Collaboration – Be a model of
respect, helpfulness and cooperation

Your goals… or
what do you really want
 Jot down three areas
where you’d like to be
more effective (work
and / or personal life)
 Prepare to discuss
some of these goals
with the group
 Provide your insights
to participants

Self Assessment Opportunity
 Self assessment available at:
http://www.utne.com/azEQ.tmpl
 �ݺ�ߣshow available at:
http://www.psers.state.pa.us/ei.ppt

EQ Self-Assessment Checklist
Rate each question below on a scale of 1-5, according to how true it is of you.
1 2 3 4 5
virtually never virtually always
____ 1) I am aware of the physical reactions (twinges, aches, sudden changes)
that signal a gut reaction.”
____ 2) I readily admit mistakes and apologize.
____ 3) I let go of problems, anger, or hurts from the past and I can move
beyond these.
____ 4) I generally have an accurate idea of how another person perceives me during
a particular interaction.
____ 5) I have several important things in my life that I am enthusiastic about
and I let it show.
____ 6) I can easily meet and initiate conversation with new people when I have to.
____ 7) I take a break or use another active method of increasing energy when
I sense that my energy level is getting low.

Assessment Discussion
 Is self-assessment a
valuable tool?
 How are comparisons of
group scores useful?
 Is it worth the time to
develop “soft” skill sets?
 What resources are out
there for us?
Discuss these questions in groups:

How can we use
Emotional Intelligence Concepts
in a Leadership Context???
 EI is our ability to acquire
and apply knowledge
from our emotions and
the emotions of others in
order to solve problems,
and live a more
successful, fulfilling life.

Issues affecting HR professionals
 Brainstorm issues
 How can we
incorporate EI
“tactics” to help us do
our jobs effectively?
 How can we use EI
competencies to
“shield” us from the
traumatic energy that
comes our way?

EI Competencies
 Self-Awareness
 Self-Management
 Social Awareness
 Relationship
Management
(from Primal Leadership Goleman, Boyatzis and McKee 2002)
EI

A chance to question our answers
 What issues do you see arising
in attempting to institute an EI
competency in your agency?
 What value do you see in
developing EI competencies for
yourself and those staff who
work with you?
 What are your questions /
concerns / comments about this
presentation?
EI !

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a detailed emotional intelligence guide.

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