1. Chapter 2 – EI And Why It Matters In Asia Definition of Emotional Intelligence: “Mainly the ability to identify and use emotions resourcefully within ourselves as well as others” (p. 7).

2. THE CONCEPT AND DEVELOPMENT OF EI Developed in the 1980’s by a group of academics curious about the results of traditional IQ test.

3. WHY WERE IQ TEST ORIGINALLY CREATED? IIQ test were originally used for mass recruitment and placement of military personnel in order to save time and resources. IIQ test did not fill the expectations of their developers and users. DDiscovery of missing factors.

4. THE MISSING FACTOR

5. WHY DOES EI MATTER FOR LEADERS? Non-business related essentials: 1. Feeling good about yourself 2. Growing as a person 3. Enjoying your work 4. Building healthy relationships with your peers and team members

6. IMPACT OF COMMITMENT TYPES ON DISCRETIONARY EFFORT Emotional commitment makes more of a difference in organizations than rational commitment (pp. 9-10). SEE FIGURE 2.1

7. ELAND BUSINESS PERFORMANCE: RESULTS FROM ACADEMIC RESEARCH INDICATORS  EI has a significant role to play in business performance.  Top performers in management positions have significantly higher EI than average performers.  Effective leaders have relatively higher EI (pp. 8-11)

8. CLASS DISCUSSION Because emotions are not expressed does not mean they “do not exist”. Is a show of emotions a sign of weakness?

9. Emotional Intelligence In Asia “This tendency to suppress one’s own emotions and discourage the expression of emotions in others is even stronger in the business environment of Asia than it is in the West.” (p. 12)

10. WATCH OUT FOR ICEBERGS! “Above the surface is what can be seen. Below the surface is what cannot be seen.” (p. 13)

11. The submerged part of the iceberg is the most dangerous! We can learn about people from what they say and do, but there is far more here: thoughts, values, beliefs, and emotions. See Figure 2.2 p. 13 and Figure 2.3 p. 14

12. A CONSCIOUS DECISION You are a leader and an iceberg surrounded by other icebergs. “It is crucial to find out what is going on below the surface, particularly in your team members.” (p. 13)

13. End Chapter 2 Here

14. Start Chapter 3 Here

15. Part One Understanding Emotional Intelligence in Asia LDRS 670: LEADERSHIP AND PERSONAL DEVELOPMENT Module 2: Chapters 3 & 4

16. Vocabulary  Emotional Intelligence  Dimension  Attributes  Self-awareness  Self-management  Social awareness  Relationship management  Interrelated  Strengths  Weaknesses  Beliefs  Behaviors  Resourceful  Determination  Clear boundaries  Pleasant  spineless

17. Chapter 3 – The Various Facets of EI: Four Areas to Develop  EMOTIONAL INTELLIGENCE HAS NO FIXED AND UNIVERSAL DEFINITION. (p. 19)  Current EI models in use were developed in the West. (p. 19)  Asia has not developed an EI model yet. (19)  India is now doing research to develop a model that will encompass the depth of India philosophy. (p. 19)

18. Most Reliable EI Theory from Daniel Goleman  An author, psychologist, and science journalist. For twelve years, he wrote for The New York Times, specializing in psychology and brain sciences.  Born: March 7, 1946 Stockton, CA  Education: Harvard University, Amherst College  Goleman authored the internationally best-selling book, Emotional Intelligence. He believed that non-cognitive skills matter as much as I.Q. for workplace success and for leadership effectiveness.

19. Emotional Intelligence

20. Four Dimensions of Emotional Intelligence See Figure 3.1 model – Emotional Intelligence Matrix (p. 20)  What we do: 1. Self-Management 2. Relationship Management  What we see: 3. Self-Awareness 4. Social Awareness

21. Four Dimensions of Emotional Intelligence 1. Self-Awareness is about how aware we are of our own emotions. This is how we see ourselves. (p. 21) “What we can see ” plus “Own emotions”

22. Four Dimensions of Emotional Intelligence Self-Awareness “…become more aware of your own emotions…underst and what’s going on down at the bottom of your own iceberg.” (p. 23)

23. Four Dimensions of Emotional Intelligence 2. Self-Management describes how skillfully we can handle our own emotions (p. 21). “What we do” plus “Own emotions.

24. Four Dimensions of Emotional Intelligence Self-Management “…know how to put yourself in a state where you consistently radiate positive energy, so that people working with you can’t help noticing it and being inspired.” (p. 25)

25. Four Dimensions of Emotional Intelligence 3. Social Awareness describes how good we are at identifying/reading emotions in people around us. (p. 21)

26. Four Dimensions of Emotional Intelligence Social Awareness Emotions can be a non-verbal language.

27. Social Awareness: Reading Peoples emotions

28. 1. On a piece of paper, each group will identify the different emotions from the prior PPT. 2. Make sure to write your group number and the Family and English name of each group member. 3. Be prepared to present your answers in front of the class.

29. Four Dimensions of Emotional Intelligence 4. Relationship Management describes using emotions to build trusting and healthy relationships with people around us. Mainly with peers and team members. (p. 21)

30. Four Dimensions of Emotional Intelligence Relationship Management Open communication increases the level of trust between people. (p. 23)

31. Four Dimensions of Emotional Intelligence Which dimension is the most important? The answer is…

32. Four Dimensions of Emotional Intelligence All dimensions are important for a leader. (p. 21) How would you like working for a leader who has: 1. Low self-awareness. 2. Frequent emotional outbursts. 3. Little understanding of others emotions. 4. Does not know how to build trusting relationships.

33. Four Dimensions of Emotional Intelligence All dimensions are interrelated. (p. 22)

34. Four Dimensions of Emotional Intelligence The most important dimension varies from one individual to another because of our strength and weaknesses. (p. 22)

35. Four Dimensions of Emotional Intelligence Where is your focus, on your weaknesses or your strengths? Most people…

36. Four Dimensions of Emotional Intelligence Most people, “tend to focus on our perceived weaknesses.” (p. 23) “…it makes more sense to build up an existing strength than to fix a relative weakness.” (p. 23)

37. EI Dimensions and Attributes Each dimension has attributes.  Review the attributes in each dimension in the next two slides.  Discuss as a whole class.

38. Emotional Intelligence (EI)

40. Review Figure 3.2 on page 24. Much of the Reflection One Personal Leadership Development Plan will be based on these findings. Think about the questions in each dimension, how would you answer them?

41. EI In-class Activity Understanding Your Personal Leadership Profile  From each of the four dimensions, select two EI attributes that you believe to be your strengths. Write your answers on a sheet of paper.  From each of the four dimensions, select one EI attribute that you believe to be a weaknesses. (pp. 23-26) Write your answer on a sheet of paper.

42. Emotional Intelligence (EI)  Share with your team and discuss how your EI strengths can help your team with their leadership development.  Explain to your team how your EI strengths can help with your personal and leadership development.  Be ready to share with class and discuss.

43. EI Benefits

44. End Chapter 3 Here

45. Start Chapter 4 Here

46. Chapter 4: EI Is Not About Being Nice And Sweet “Emotional intelligence is partly a matter of being sensitive to people’s emotions and having empathy. But it can also at times lead you to be enforcing, sharp, and even fierce when the situation demands. It is not about being nice, sweet but spineless and weak.” (p. 27)

47. Chapter 4: EI is Not About Being Nice and Sweet With a partner discuss the meaning of this quote? Why would we think emotional intelligence is only about being nice and sweet? (pp. 27-28)

48. The Importance of our Beliefs What did you think when you first heard the word emotional intelligence? boring useless interesting complicated

49. The Importance of our Beliefs What is your feeling about emotional intelligence? 1. Developing my emotional intelligence is a waste of my time. 2. Developing my emotional intelligence will help me be a more effective leader.

50. The Importance of our Beliefs Belief- A feeling of being sure that something exists or that something is true.

51. The Importance of our Beliefs Your belief about the importance of emotional intelligence could dictate how well you do in this class. More importantly, your belief about EI can impact how effective you will be as a leader.

52. The Importance of Beliefs Why are they important?  Understanding  Behaviors  Change

53. The Importance of Beliefs Beliefs usually linger below the surface of our personal iceberg. (p. 28)

54. The Importance of Beliefs  It is the leaders job to lead people to behave in a certain way. (p. 28)  Leaders are looking most of the time at behaviors (actions, not motives). (p. 28)  Leaders want to see behaviors that are going in the right directions. (p. 28)

55. The Importance of Beliefs How can we change behaviors in our team members? (p. 29) 1. “We can tell them their behaviors are not appropriate and ask them to do something else.” 2. “We can force them to change behaviors.” 3. “We can share our own experiences…enlighten them.”

56. The Importance of Beliefs Your job as a leader is to understand others beliefs and help them be more aware of their own beliefs. (p. 29)

57. The Importance of Beliefs “Our behaviors are always a direct consequence of our beliefs.” (p. 29)

58. Connection of Belief, Values, as it Relates to EQ In your groups, discuss and write down 10 Chinese beliefs and values.

59. Connection of Belief, Values, as it Relates to EQ In your groups, summarize on paper the story of Mary on page 28 and answer the following questions: 1. What was Mary doing wrong? 2. What did Mary do right? 3. Why was Mary surprised? 4. What was the final outcome? 5. Explain the benefits of Mary making a change.

60. Connection of Belief, Values, as it Relates to EQ In your groups, summarize on paper the two case studies on pages 31-32 and answer the following questions: 1. What are Tom and Jack’s EI strengths and weaknesses? 2. Which leader would you say has the higher emotional intelligence? Why? 3. What did Jack do that Tom did not? 4. Who gets respect? Why?

61. Review Reflection One Writing Assignment 1. Page 24. Figure 3.2 2. Pages 56-57 Where are You? 3. See instructions in BB. 4. Follow as I go over the instructions for your first Reflection Paper.

62. End Chapter 4 Here

63. Emotional Intelligence and Personal and Leadership Development EI and Chinese belief system Go back to your EI strengths and weaknesses you wrote down and the Chinese beliefs and values you wrote down. Reflect on how these relate to your personal development-your leadership development. Draw conclusions. Share with class

64. First Case-Second Case  Read the two cases on pp. 31-32. Discuss with a partner who you think which leader has higher emotional intelligence? Share with class. Discuss.

65. Review What do we mean by personal development? What does my personal development have to do with EQ? What does personal development and EQ have to do with leadership development?

66. Review What are the 4 dimensions of EQ?

67. Review 1. Self-Awareness 2. Self-Management 3. Social-Awareness 4. Relationship Management

68. Review Which is the most important?

69. Reference  Henry, S. (2011). EQ and leadership in Asia. Using Emotional Intelligence to lead and inspire your people. Singapore: Jossey-Bass.