Goleman's Emotional Intelligence (for more details see "What Makes A Leader" by Daniel Goleman, best of Harvard Business Review 1998):
- Self-awareness – the ability to know one's emotions, strengths, weaknesses, drives, values and goals and recognize their impact on others while using gut feelings to guide decisions.
- Self-regulation – involves controlling or redirecting one's disruptive emotions and impulses and adapting to changing circumstances.
- Social skill – managing relationships to move people in the desired direction
- Empathy - considering other people's feelings especially when making decisions and
- Motivation - being driven to achieve for the sake of achievement.
Competencies
SELF
Personal Competence
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OTHER
Social Competence
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RECOGNITION
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Self-Awareness
Emotional Self-Awareness
Accurate Self-Assessment
Self-Confidence
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Social Awareness
Empathy
Service Orientation
Organizational Awareness
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REGULATION
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Self-Management
Self-Control
Trustworthiness
Conscientiousness
Adaptability
Achievement Drive
Initiative
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Relationship Management
Developing Others
Influence
Communication
Conflict Management
Leadership
Change Catalyst
Building Bonds
Teamwork and Collaboration
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Related topics:
ReplyDelete- Star performance and typical performer
- Organizatioanl awareness: Reading the currents, decision networks, and politics at the organizational level.
- Service orientation: Recognizing and meeting follower, client or customer needs.
- Coach: help people identify their unique
strengths and weaknesses, tying those to their
personal and career aspirations.
Tip on how to learn a new behavior:
ReplyDelete- Reconfigure your brain as you practice new behaviours to the point of mastery.
- Rehearse the behaviour at every opportunity until it becomes automatic.
- Use the mental rehearsal technique. Envision yourself repeating the behaviour you want to master over and over again.
Group synergy:
ReplyDelete- Leaders who have a keen sense of group’s norms and
who are adept at maximizing positive emotions can create
EI teams.
- Leader uncovers the less-productive norms and work with
the team to change them.
Cultural Change:
Change begins when EI leaders actively question the emotional reality and cultural norms underlying the organization’s daily activities and behaviour.
Design a process that lets those leaders uncover their own dreams and personal ideals, examine their strengths and gaps, and use their daily work as a learning laboratory.