BSBWOR501 develop and use intellengence

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Dwyer, Management Strategies and Skills, 2e

CHAPTER 24

Develop and use

emotional intelligence

Dwyer, Management Strategies and Skills, 2e

Learning objectives

• LO 24.1 Aspects of emotional

intelligence

• LO 24.2 Using emotional intelligence to

improve workplace relationships

• LO 24.3 Using emotional intelligence to

enhance workplace performance

Dwyer, Management Strategies and Skills, 2e

1. Identify the impact of own emotions

on others in the workplace

• Identify own emotional strengths and

weaknesses.

• Identify personal stressors and own

emotional states related to the

workplace.

• Develop awareness of own emotional

triggers and use this awareness to

control emotional responses. continued

Dwyer, Management Strategies and Skills, 2e

1. Identify the impact of own emotions

on others in the workplace (cont.)

• Model workplace behaviours that

demonstrate management of emotions.

• Use self-reflection and feedback from

others to improve development of own

emotional intelligence.

Dwyer, Management Strategies and Skills, 2e

What is emotional

intelligence?

• Emotional intelligence is the skill

(self-awareness, self-regulation, social

awareness and relationship

management) to identify and manage

your own emotions as well as the

emotions of others.

Dwyer, Management Strategies and Skills, 2e

1.1 Emotional strengths and

weaknesses

• The four core aspects of emotional

intelligence, as defined by Daniel

Goleman (1995):

Dwyer, Management Strategies and Skills, 2e

1.1 Emotional strengths and

weaknesses (cont.)

• Emotions are present in the

relationships between managers,

supervisors, team leaders and team

members.

Dwyer, Management Strategies and Skills, 2e

1.2 Personal stressors

• Stress is any pressure or demand,

physical or psychological, that creates a

state of tension or threat.

• Eustress is a positive stress that

motivates and facilitates effective

performance in personal, social and

work situations.

• Distress is negative stress caused by

the inability to cope.

Dwyer, Management Strategies and Skills, 2e

1.2 Personal stressors (cont.)

• Hypostress is another form of stress

caused by too little stimulation.

• Hyperstress is excessive or

exaggerated stress caused by extreme

pressure, such as workloads that are

too heavy or unrealistic deadlines.

Dwyer, Management Strategies and Skills, 2e

1.2 Personal stressors (cont.)

Typical work-related

stressors

• Poor management

practices

• Lack of support

• Unsatisfactory

relationships

• Role conflict

• Unrealistic job demands

Managing work-related

stressors

• Listen with empathy

and take an interest

• Ensure team members

are not subjected to

unnecessary stress

• Provide training to team

members

• Discuss issues and

grievances with team

members

Dwyer, Management Strategies and Skills, 2e

1.3 Emotional triggers and

responses

• Emotional intelligence skills enable

recognition and appreciation of the

emotional strengths and weaknesses of

yourself and others.

Dwyer, Management Strategies and Skills, 2e

1.3 Emotional triggers and responses

(cont.)

• Strategies to manage emotions at work:

– identify the impact of your emotions on

others in the workplace

– defuse negative feelings to prevent

escalation

– pay attention to your perceptions

– choose how you react to a situation.

Dwyer, Management Strategies and Skills, 2e

1.4 Model workplace

behaviours

• Emotionally intelligent managers are

aware of the emotional reactions of

team members and others within the

organisation and use open

communication and supportive

behaviour to influence and promote the

development of emotional intelligence

in others.

Dwyer, Management Strategies and Skills, 2e

1.4 Model workplace behaviours

(cont.)

Promote development of emotional

intelligence in self and others:

– develop self- and social awareness

– become a role model and lead by example

– communicate with team members,

colleagues and others inside and outside

the organisation

– address unethical practices and

behaviours.

Dwyer, Management Strategies and Skills, 2e

1.5 Self-reflection and

feedback

• Reflective practice is, in its simplest

form, thinking about or reflecting on

what you do. It is closely linked to the

concept of learning from experience, in

that you think about what you did, and

what happened, and decide from that

what you would do differently next time.

Dwyer, Management Strategies and Skills, 2e

1.5 Self-reflection and feedback (cont.)

• Reflective practice has huge benefits in

increasing self-awareness, which is a

key component of emotional

intelligence, and in developing a better

understanding of others. Reflective

practice can also help you to develop

creative thinking skills, and encourages

active engagement in work processes.

Dwyer, Management Strategies and Skills, 2e

2. Recognise and appreciate the

emotional strengths and weaknesses

of others

• Respond to emotional states of coworkers

and assess emotional cues.

• Identify varying cultural expressions of

emotions to respond to emotional cues in a

diverse workforce.

• Demonstrate flexibility and adaptability in

dealing with others.

• Take into account the emotions of others

when making decisions.

Dwyer, Management Strategies and Skills, 2e

2.1 Respond to emotional states and

assess emotional cues (cont.)

• Emotions and moods can affect

temperament, personality, disposition,

motivation, perspectives and reactions.

• Emotions and feelings aroused by

events and experiences at work impact

on a person’s attitude, motivation and

workplace behaviour.

Dwyer, Management Strategies and Skills, 2e

2.1 Respond to emotional states and

assess emotional cues

• Attitudes towards someone or

something are more stable than

emotions over time. A positive attitude

towards others enables problems to be

handled without blaming or shaming

others.

Dwyer, Management Strategies and Skills, 2e

2.2 Cultural expressions of

emotions • We spend time every day witnessing

the emotions of others, interpreting

what emotional cues might mean, and

deciding how to respond.

– In Australia, smiling is seen as an

expression of happiness; in Muslim

cultures smiling is sometimes viewed as a

sign of sexual attraction.

– Japanese people are less likely to display

emotions overtly.

•

Dwyer, Management Strategies and Skills, 2e

2.3 Demonstrate flexibility and

adaptability • An effective manager, supervisor, team

leader or member is empathetic. To

improve empathy:

– create time for people in a busy schedule

– listen to understand another person’s point

of view

– paraphrase to acknowledge what you think

you heard (or saw)

– withhold judgment.

Dwyer, Management Strategies and Skills, 2e

2.4 Emotions when making

decisions • Leaders will need to make decisions

every day. When doing so, it is

generally a good idea to take the

feelings of others into account.

• Democratic decision-making: the

leader presents a range of options and

the group votes for the option they

prefer.

Dwyer, Management Strategies and Skills, 2e

2.4 Emotions when making decisions

(cont.)

• Collective/participative decision-

making: the leader asks others to

participate in the decision-making

process by submitting their ideas,

knowledge and feedback about a

decision that needs to be made.

Dwyer, Management Strategies and Skills, 2e

2.4 Emotions when making decisions

(cont.)

• Consensus decision-making: the

leader gives total control of the decision

to the group.

• Autocratic decision-making: the

leader maintains total control and

ownership of the decision.

Dwyer, Management Strategies and Skills, 2e

3. Promote the development of

emotional intelligence in others

• Provide opportunities for others to

express their thoughts and feelings.

• Assist others to understand the effect of

their behaviour and emotions on others

in the workplace.

• Encourage the self-management of

emotions in others.

Dwyer, Management Strategies and Skills, 2e

3. Promote the development of

emotional intelligence in others (cont.)

• Encourage others to develop their own

emotional intelligence to build

productive relationships and maximise

workplace outcomes.

Dwyer, Management Strategies and Skills, 2e

3.1 Provide opportunities for others to

express their thoughts and feelings

• The personal and social competence of

managers influences team performance

and productivity.

• Strategies emotionally intelligent

managers use to enable collaboration,

engagement and achievement include:

– adopting a consultative rather then ‘telling’

leadership approach

Dwyer, Management Strategies and Skills, 2e

3.1 Provide opportunities for others to

express their thoughts and feelings (cont.)

– collaborating to translate organisational

and team objectives into clear, actionable

team work plans

– recognising own emotions and emotions of

others to facilitate, develop and maintain

good relationships

– communicating and achieving operational

and organisation objectives

– confirming delegations, accountability and

responsibilities.

Dwyer, Management Strategies and Skills, 2e

3.2 Assist others to understand the

effect of their behaviours

• A manager may find it difficult to handle

the behaviour of a team member who

expresses emotions that are

considered negative in the workplace.

Dwyer, Management Strategies and Skills, 2e

3.2 Assist others to understand the

effect of their behaviours (cont.)

• Handling difficult emotions in others:

– receive

– notice

– centre

– re-focus on the other person and respond

– clarify and connect to reach a mutual

understanding of the issues and feelings

– move forward.

Dwyer, Management Strategies and Skills, 2e

3.2 Assist others to understand the

effect of their behaviours (cont.)

• On occasions, managers must

intervene to manage poor behaviour in

the workplace. Follow a nine-step

process to defuse counterproductive

behaviours:

– 1. Establish ground rules and request

respect and cooperation

– 2. Remain focused on the present by

disregarding past resentments and hurts

Dwyer, Management Strategies and Skills, 2e

3.2 Assist others to understand the

effect of their behaviours (cont.)

– 3. Exercise empathy to sense the feelings

of others

– 4. Listen actively to hear both the words

and non-verbal cues that others are using

– 5. Connect with your own emotions and

manage any disruptive emotions or

impulses

– 6. Handle the other person’s anger

patiently; stay calm and in control

Dwyer, Management Strategies and Skills, 2e

3.2 Assist others to understand the

effect of their behaviours (cont.)

– 7. Prevent the anger from being focused

on individuals rather than the issue

– 8. Negotiate to find mutually agreed

options and action

– 9. Initiate the organisation’s formal

procedures if conflict escalates to the crisis

level

Dwyer, Management Strategies and Skills, 2e

3.3 Encourage self-

management in others

• Positive relationships with colleagues

can contribute to making the work

environment a more enjoyable place to

be.

Dwyer, Management Strategies and Skills, 2e

3.3 Encourage self-management in

others (cont.)

• Emotional labour is the practice of

controlling own behaviour to display the

expected emotions required to perform

the interpersonal aspects of a job

efficiently and effectively.

• Surface acting involves employees

showing emotions without necessarily

feeling them.

Dwyer, Management Strategies and Skills, 2e

3.4 Encourage others to develop their

own emotional intelligence

Emotional intelligence

helps people to:

• have better relationships

with themselves

• have improved

relationships with friends

and families

• build new and healthy

relationships

• better understand

themselves and other

people.

Leaders encourage

others to:

• manage stress/conflict in the

relationship

• recognise and manage

emotions

• use humour and play in

relationships

• understand the other

person’s point of view

• take responsibility

• avoid manipulation.

Dwyer, Management Strategies and Skills, 2e

4. Utilise emotional intelligence to

maximise team outcomes

• Encourage a positive emotional climate in

the workplace.

• Use the strengths of workgroup members to

achieve workplace outcomes.

Dwyer, Management Strategies and Skills, 2e

4.1 Positive emotional climate

in the workplace

• Emotional intelligence contributes to

success, quality of relationships,

commitment and motivation towards

achievement of goals.

Dwyer, Management Strategies and Skills, 2e

4.1 Positive emotional climate in the

workplace (cont.)

• Benefits of an emotionally intelligence

workforce:

– leadership enhances workplace

performance

– teamwork enhances job satisfaction and

goal achievement

– customer services, satisfaction and sales

– problem-solving.

Dwyer, Management Strategies and Skills, 2e

4.2 Use strengths of the team to

achieve workplace outcomes

Capitalising on workers’ strengths:

– work groups need to be well structured

– they should comprise individuals with a

good mix of skills and resources.