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Daniel J Pesut PhD RN PMHCNS- BC FAAN Faculty Fellow Professor of Nursing Cheryl Alfred Director of Programming | Office of Academic Affairs.

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Presentation on theme: "Daniel J Pesut PhD RN PMHCNS- BC FAAN Faculty Fellow Professor of Nursing Cheryl Alfred Director of Programming | Office of Academic Affairs."— Presentation transcript:

1 Daniel J Pesut PhD RN PMHCNS- BC FAAN Faculty Fellow Professor of Nursing Cheryl Alfred Director of Programming | Office of Academic Affairs IUPUI IUPUI Office of Academic Affairs EQ Emotional Intelligence Quotient In Action

2 Knowledge Work Questions What concepts, tools, techniques, or resources are most useful? How can the information be used? Why is the information important? Why care about the information?

3 Outcomes Define and discuss the role of Emotional Intelligence in management and leadership contexts. Reflect and share learning and insights gained from the Emotional Intelligence 2.0 Assessment. Explain the four skills that support using EQ in action: self awareness, self management, social awareness and relationship management. Develop an EQ Action Plan to heighten and expand one’s personal emotional intelligence quotient.

4 The Stake Prime Permalink:

5 A Definition of Emotional Intelligence “Emotional Intelligence refers to the capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and our relationships.” - Daniel Goleman

6 The Path Between Feeling and Reason

7 Emotional Intelligence “The ability to sense, understand and effectively apply the power and acumen of emotions as a source of human energy, information, connection and influence” Cooper, Robert & Sawaf, Ayman. (1997). Executive EQ: Emotional intelligence in leadership & organizations: Grosset/Putnam: New York.

8 Cornerstones Literacy –Honesty, energy, feedback, practical intuition Fitness –Authentic presence, trust, constructive discontent, resilience and renewal Cooper, Robert & Sawaf, Ayman. (1997). Executive EQ: Emotional intelligence in leadership & organizations: Grosset/Putnam: New York.

9 Cornerstones Depth –Unique potential and purpose, commitment, accountability and conscience, applied integrity, influence without authority Alchemy –Intuitive flow, reflective time shifting, opportunity sensing, creating the future Cooper, Robert & Sawaf, Ayman. (1997). Executive EQ: Emotional intelligence in leadership & organizations: Grosset/Putnam: New York.

10 People with High EQ Know: Who they are What they need to do to take care of themselves Who others are within their own context How they need to manage their impact on others.

11 EQ is not… Letting your feelings run rampant Being nice regardless of what happens to you Specific to gender or genetically fixed IQ, knowledge or education based About anger management

12 EQ in Action What positive and/or negative examples do you see of emotional intelligence?

13 There’s No Crying in Baseball How do you think the coach would score on his EQ Assessment?

14 EQ Application to Leadership Managing Yourself Empathy Self Control Self Confidence Managing Your Team Developing Others Holding People Accountable Team Leadership Managing the Work Results Orientation Initiative Problem Solving Managing Collaboratively Influencing Others Fostering Teamwork Manager Model

15 SelfOthers Awareness Actions Self- Awareness Self- Awareness Social Awareness Social Awareness Self- Management Self- Management Relationship Management EQ Clusters developed by Daniel Goleman

16 The Impact of Self-Awareness Research supports that Self-Awareness is a necessary underpinning of both Self-Management and Social Awareness

17 Self Awareness & Self Management With Self-Awareness, a person has 50/50 chance of demonstrating Self- Management 49% 4% 51% 96% YesNo Yes No N = 427, p <.001 (Burckle and Boyatzis, 1999) Self-Management Self- Awareness Without Self-Awareness, a person has virtually no chance of demonstrating Self- Management. 49% 96%

18 83% 38% Self Awareness & Social Awareness With Self-Awareness, a person has a 38% chance of having Social Awareness 83% 38% 17% 62% YesNo Yes No Social Awareness Self- Awareness N = 427, p <.001 (Burckle and Boyatzis, 1999)

19 Emotions Thoughts Behavior Performance Developing EQ Involves Revising responses to feelings Changing thinking patterns Altering behavior and trying new things Coaching can be instrumental in the process

20 Self- Awareness Self- Awareness Social Awareness Social Awareness Self- Management Self- Management Relationship Management Emotional Self-Awareness Accurate Self-Assessment Self-Confidence Empathy Organizational Awareness Service Orientation Emotional Self-Control Transparency Optimism Adaptability Achievement Orientation Initiative Developing Others Inspirational Leadership Influence Change Catalyst Conflict Management Teamwork & Collaboration The Twenty EQ Competencies

21 Appreciative Interviews Success and Challenges Spend 7-8 Minutes reviewing the EQ Competencies. Then find a partner and take turns spending 12 minutes each sharing which of the 20 EQ competencies come easy to you and which are still a challenge.

22 Self- Awareness Self- Awareness Social Awareness Social Awareness Self- Management Self- Management Relationship Management Emotional Self-Awareness Accurate Self-Assessment Self-Confidence Empathy Organizational Awareness Service Orientation Emotional Self-Control Transparency Optimism Adaptability Achievement Orientation Initiative Developing Others Inspirational Leadership Influence Change Catalyst Conflict Management Teamwork & Collaboration The Twenty EQ Competencies

23 The Path Between Feeling and Reason

24 David Rock : The SCARF Model

25 Train Your Brain The Final Game Which EQ Skill(s) has the Coach Improved?

26 Knowledge Work Questions What concepts, tools, techniques, or resources are most useful? How can the information be used? Why is the information important? Why care about the information?


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