YXGA 6108 - KECERDASAN EMOSI

8/3/2019 YXGA 6108 - KECERDASAN EMOSI

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KECERDASAN EMOSI

LECTURE 5YXGA 6108


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To be successful you dont just

need to be intelligent, you need to

be emotionally intelligent

For leadership positions emotionalintelligence competencies account for up to

85% of what sets outstanding managers

apart from the average.(- Daniel Goleman, working with Emotional Intelligence, 1998)


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WHAT IS EMOTIONAL INTELLIGENCE

Originally coined by 2 US psychologists, Peter Saloveyand John Mayer, refers to a learned ability to perceive,understand and express our feelings accurately and tocontrol our emotions so that they work for us, not againstus.

Knowing how you and others feel and what to do aboutit.


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Knowing what feels good and what feels bad

and how to get from bad to good.

Possessing emotional awareness, sensitivity

and the management skills that will help us to

maximise our long-term happiness and survival.


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WHY IS EI IMPORTANT

Most desired competencies are communication skills,, interpersonal

skills and initiative.

Two-thirds of stress related problems result from abusive,

unsatisfying, limiting or ill-defined relationships.

In 1997 American Medical association found that physicians wholack empathy get sued more often.

Assertiveness, empathy, happiness, emotional awareness and

problem solving skills are more predictive of sales success than

background, gender and sales techniques.

Studies of 500 organisations worldwide indicates that people whoscore highest on EI measures rise to the top of organisations.


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INTRAPERSONAL INTERPERSONAL

This is the inner-intelligenceWe use to know, understand

And motivate ourselves

This is the outer intelligence

we use to read, sense, understand

and manage our relationships with

Other people

1. Self-awareness

2. Emotional management

3. Self-motivation

1. Relationship management

2. Emotional coaching

Margaret Chapman, 2001


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TEN HABITS OF EMOTIONALLY INTELLIGENT PEOPLE

1. Label their feelings, rather than labeling people or situations

2. Distinguish between thoughts and feelings

3. Take responsibility for their feelings

4. Use their emotions to help make decisions

5. Show respect for others feelings

6. Feel energised, not angry7. Validate others feelings

8. Practice getting a positive value from their negative emotions

9. Dont advise, command, control, blame or judge others.

10. Avoid people who invalidate them or dont respect their feelings.


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INTRA PERSONAL

INTERPERSONAL ADAPTABILITY

STRESS

MANAGEMENT GENERAL MOOD

KECERDASAN EMOSI

BarOn EQ-I Composite Scales


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INTRA PERSONAL

INTERPERSONAL

STRESS

MANAGEMENT

ADAPTABILITY

GENERAL MOOD

Emotional Self- Awareness

Assertiveness

Independence

Self- regard

Self-Actualisation

Problem Solving

Flexibility

Reality TestingInterpersonal Responsibility

Social Responsibility

Empathy

Impulse control

Stress tolerance

Happiness

Optimism



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KECERDASAN EMOSI

INTRA

PERSONAL

Self- regard

Emotional Self- Awareness

Assertiveness

Independence

Self-Actualisation



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Empathy

Social Responsibility

Interpersonal Responsibility

INTERPERSONAL

KECERDASAN EMOSI


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KECERDASAN EMOSI

STRESSMANAGEMENT

Stress tolerance

Impulse control


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ADAPTABILITY

Reality Testing

Flexibility

Problem Solving


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GENERAL MOOD

Optimism

Happiness


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SOCIAL

COMPETENCE

Empathy

PERSONALCOMPETENCE

motivation

Self-Regulation

Self-Awareness

Social Skills

GOLEMAN (1998)


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PERSONAL

COMPETENCE

SOCIAL

COMPETENCE

Self-Awareness

Self-Regulation

motivation

empathy Developing others

Service orientation

Leveraging diversity

Political awareness

Understanding others

Social Skills

Emotional awareness

Accurate self-assessment

Self-confidence

Innovation

Self-ControlTrustworthiness

ConscientiousnessAdaptability

OptimismInitiative

CommitmentAchievement

Team Capabilities

Collaboration & CooperationBuilding BondsChange Catalyst

Leadership

Conflict ManagementCommunication

influence

GOLEMAN (1998)


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PERSONAL

COMPETENCE

Self-AwarenessSelf-Regulationmotivation

Emotional awareness


Self-confidence

Innovation

Self-Control

Trustworthiness

ConscientiousnessAdaptability

Optimism

Initiative

Commitment

Achievement

GOLEMAN (1998)


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SOCIALCOMPETENCE

Empathy

Developing others

Service orientation

Leveraging diversity

Political awareness

Understanding othersSocial Skills

Team Capabilities

Collaboration & Cooperation

Building Bonds

Change CatalystLeadership

Conflict Management

Communication

influence

GOLEMAN (1998)


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Self-Awareness

The ability to see ourselves with our own eyes, to be aware of our

Goals, immediate and long termBeliefs, about ourselves and othersValues, those things we hold dear

Drivers, that affect how we workRules that we live by, the shoulds, musts and oughtsSelf-talk, the inner voice that tells us we can or cannot do

something.EI leaders are attuned to their guiding values and can often intuit

the best course of action, seeing the big picture in a complexsituation. Emotionally self-aware leaders can be candid and

authentic, able to speak openly about their emotions or withconviction about their guiding vision.

Mengenalpasti emosi dan kesannya.

Emotional self-awareness


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Leaders with high self-awareness typically know

their limitations and strengths, and exhibit a sense

of humor about themselves. They exhibit a

gracefulness in learning where they need to improve

and welcome constructive criticism and feedback.

Accurate self-assessment lets a leader know when

to ask for help and where to focus in cultivating newleadership strengths.

Kesedaran tentang kekuatan dan kelemahan diri.

Self Awareness -



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Self Awareness Knowing your goals

Our goals are what spur us into action. These might be

short term (right now/next month) or long term (eg. What

we would like to have done with our lives).

Our feelings, our desires or intentions are not alwaysobvious to us. The value of becoming aware of our goals

is that we can use this information to help us develop the

strategies necessary to get what we really, really want.


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You receive a call from a friend asking you to stand in for

him on a project in a weeks time. Youve recently freedup your diary to write a conference paper, so you could

physically do it. Do you:

Say yes - Agree but feel guilty because you havemoved other commitments out of your schedule to focus

on your writing.

Say no because you have commitments

Say possibly and leave it vague you will see what you

can do and then get back to him (saying no)


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You want to impress your friend with your ability to help

out (despite obvious costs to yourself) you will say yes.

You recognise the importance of producing work that is

going to contribute to increasing your profile for longterm success you will say no

You want to demonstrate your concern, but really want

to say no, may be you will think how both your needs

and his can be satisfied.



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IMPLICATIONS:

In the first case your underlying motives might be theneed to achieve approval

In the second, you have a clear sense of direction andwhat your goals are, and you are prepared to assert yourneeds to achieve these.

In the third, you are engaging in avoidance behavior



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TIPS FOR IDENTIFYING YOUR GOALS: Believe your behavior- when we enthusiastic about

something, it is because we want to do it. (agreeing to

stand in for a friend might give the impression that you are

dependable and supportive, but at what costs to your own

needs? (how long before you get back to him to say no?)

Trust your feelings when you feel happy, satisfied or

content in a certain situation in alignment with your inner

and outer self ie you are doing what you want to be

doing (being congruent). If you feel resentment youroriginal intention is in conflict with some underlying goals.

Be honest with yourself are you harboring any hidden

agendas? To impress colleagues & friends



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Knowing their abilities with accuracy allow leadersto play their strengths. Self-confident leaders canwelcome a difficult assignment. Such leaders oftenhave a sense of presence, a self-assurance that letsthem stand out in a group.

Keyakinan diri yang tinggi. Mengetahui kebolehandan kekuatan diri.

Self - Awareness

Self-confidence


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Leaders with emotional self-control find ways tomanage their disturbing emotions and impulses, andeven to channel them in useful ways.

A hallmark of self-control is the leader who stayscalm and clear headed under high stress or during acrisis or who remains unflappable (not anxious,angry or nervous) even when confronted by a tryingsituation.

Menguruskan emosi / mengawal diri dengan baik.

Self-Regulation/Self-Management

Self-Control


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Leaders who are transparent live their values.Transparency an authentic openness to others

about feelings, beliefs and actions allows integrity.Such leaders openly admit mistakes or faults, andconfront unethical behavior rather than a blind eye.

Jujur dan tulus ikhlas.

Trustworthiness/ transparency



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Leaders who are adaptable can juggle multiple

demands without losing their focus and energy, and

are comfortable with the inevitable ambiguities oforganizational life. Such leaders can be flexible in

adapting to new challenges, nimble (agile) in

adjusting to fluid change, and limber (able to bend

and move) in their thinking in the face of new data

or realities.

Keanjalan dalam menangani perubahan dan cabaran.

Adaptability



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Leaders with strength in achievement have highpersonal standards that drive them to constantlyseek performance improvements both for

themselves and those they lead. They are pragmatic, settling measurable but

challenging goals, and are able to calculate risk sothat their goals are worthy but attainable. A hallmarkof achievement is in continually learning andteaching - ways to do better.

Sentiasa berusaha mencari kecemerlangan.

Achievement



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Leaders who have a sense of efficacy that they

have what it takes to control their own destiny

excel in initiative.

They seize opportunities or create them rather than

simply waiting. Such a leader does not hesitate to cut

through red tape, or even bend the rules, when

necessary to create better opportunities for the

future. Sentiasa mencari peluang untuk menjadi lebih baik.


Initiative


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A leader who is optimistic can roll with the punches,seeing an opportunity rather than a threat in asetback. Such leaders see others positively,

expecting the best of them. And their glass half-fulloutlook leads them to expect that changes in thefuture will be for the better.

Menghadapi masalah dengan kesabaran danmencari peluang dalam setiap kegagalan. Melihatorang lain secara positif dan menjangka yang terbaikdari mereka.


Optimism


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Leaders with empathy are able to attune to a wide

range of emotional signals, letting them sense the

felt, but unspoken emotions in a person or group.

Such leaders listen attentively and can grasp theother persons perspective. Empathy makes a leader

able to get along well with people of diverse

backgrounds or from other culture.

Memahami orang lain. Menyedari perasaan dan

perspektif orang lain serta mudah bergaul dengan

pelbagai peringkat.

SOCIAL AWARENESS

Empathy


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A leader with a keen social awareness can be

politically astute (cekap), able to detect crucial social

networks and read key power relationships. Such

leaders can understand the political forces at work inan organization, as well as the guiding values and

unspoken rules that operate among people there.

Dapat membaca emosi sesebuah kumpulan dan

organisasi.

SOCIAL AWARENESS

Organizational awareness


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Leaders high in service competence foster an

emotional climate so that people directly in touch

with the customer or client will keep the relationship

on the right track

Such leaders monitor customer or client satisfaction

carefully to ensure they are getting what they need.

They also make themselves available as needed.

Mengenali, menyertai dan memenuhi keperluanpelanggan.

SOCIAL AWARENESS

Service


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RELATIONSHIP MANAGEMENT

Leaders who inspire both create resonance andmove people with a compelling vision or shared

mission. Such leaders embody what they ask ofothers, and are able to articulate a shared mission ina way that inspires others to follow. They offer asense of common purpose beyond the day-to-daytasks, making work exciting.

Boleh memberi inspirasi dan panduan kepada

individu dan kumpulan.

Inspiration


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Leaders who are adept at cultivating peoples

abilities show a genuine interest in those they are

helping along, understanding their goals, strengths,and weaknesses. Such leaders can give timely and

constructive feedback and are natural mentors or

coaches.

Menyedari keperluan membangun orang lain sertamenyokong kebolehan mereka.


Developing Others


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Leaders who can catalyze change are able torecognize the need for the change, challenge thestatus quo, and champion the new order. They can

be strong advocates for the change even in the faceof opposition, making the argument for itcompellingly. They also find practical ways toovercome barriers to change.

Pemangkin perubahan boleh memula danmenguruskan perubahan.


Change Catalyst/ Pemangkin perubahan


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Leaders who manage conflict best are able to drawout all parties, understand the differing perspectives,and then find a common ideal that everyone canendorse. They surface the conflict, acknowledge thefeelings and views of all sides, and then redirect theenergy toward a shared ideal.

Kebolehan berunding serta menyelesaikanperbalahan.


Conflict Management


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Leaders who are able team players generate anatmosphere of friendly collegiality and arethemselves models of respect, helpfulness, andcooperation. They draw others into active,

enthusiastic commitment to the collective effort, andbuild spirit and identity. They spend time forging andcementing close relationships beyond mere workobligations.

Boleh membina ikatan. Kebolehan membinahubungan yang bermakna.

Boleh bekerjasama dengan orang lain bagi mencapaimatlamat.

Boleh mewujudkan sinergi kumpulan bagi mencapaimatlamat.


Teamwork and Collaboration


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MENGENALPASTI

EMOSI MENGGUNAKA

N

EMOSI UNTUK

PROSES

BERFIKIR

MEMAHAMI

EMOSI

MENGURUS

EMOSI

1

2

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A= 4; B = 3; C =2; D = 1

THE BOSTON Ei QUESTIONNAIRE


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1 2 3 4 5 Q 1-5 Your score for self-awareness

6 7 8 9 10 Q 6-10 Your score for Emotionmanagement

11 12 13 14 15 Q 11-15 Your score for self-motivation

16 17 18 19 20 Q 16-20 Your score for

Relationship management

21 22 23 24 25 Q21-25 Your score for Emotionalcoaching


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>17 on any dimension: you seem to shape uppretty well.

13-16: some remedial work is necessary

9-12: roll up your sleeves kena kerja kuat 8 ke bawah: oh dear!

Do not despair whatever your score.

YANG PENTING ANDA DAH FAHAM DAN

AKAN MELAKUKAN PERUBAHAN


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YXGA 6108 - KECERDASAN EMOSI