1. BUSM 1282 Project Management Leadership Topic 9 Emotional Intelligence and Leadership

2. Emotional Intelligence (EI)
Intelligence based on emotion
“Your EI is the level of your ability to understand other people, what motivates them and how to work cooperatively with them” (Gardner)
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3. Master of Project Management 2017
The communication between your emotional and rational “brains” is the physical source of emotional intelligence. The pathway for emotional intelligence starts in the brain, at the spinal cord. Your primary senses enter here and must travel to the front of your brain before you can think rationally about your experience. However, first they travel through the limbic system, the place where emotions are generated. So, we have an emotional reaction to events before our rational mind is able to engage. Emotional intelligence requires effective communication between the rational and emotional centers of the brain
“We cannot check our emotions at the door because emotion and thought are linked — they cannot, and should not be separated.” (Caruso)
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4. Emotional Intelligence (EI)
… the capacity to grasp, appreciate and discerningly manage emotions in relationship to oneself and others (Barry & du Plessis, 2007)
Crucial for project managers in the 21st Century (Barry & du Plessis, 2007)
… because people are the vital ingredient for project success – it is people who deliver projects (Cooke-Davies, 2002)
EI can be measured and learned (Turner and Lloyd-Walker, 2009)
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5. What is Emotional Intelligence (EI)?
EI is the intelligent use of emotions
EI underpins our capacity to work well with others, manage stress and make effective decisions
EI helps people connect and communicate effectively, make decisions, and manage stress, pressure and conflict (Lopes et al., 2006)
EI enables us to instil confidence and belonging in others, engage and influence across boundaries, and respond with sensitivity and care even when challenged
People with high EI are described as “aware, authentic, empathic, expansive, resilient, empowering and centred” (rather than “disconnected, guarded, insensitive, limited, temperamental, indifferent and reactive”) (Genos, 2012)
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“Your emotional intelligence is the foundation for a host of critical skills—it impacts most everything you say and do each day. Emotional intelligence is the single biggest predictor of performance in the workplace and the strongest driver of leadership and personal excellence.” (TalentSmart)
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7. Emotional intelligence
Research evidence shows that Emotional Intelligence (EI), (more than knowledge, technical skills or traditional measures of intelligence), determines individual effectiveness AND successful business outcomes.
EI is a foundational competency that differentiates high performers
EI propels leaders and organisations to higher and more sustainable levels of success.
“The people who will become the leaders, the people who will become the star performers, are the ones who have strengths in the key EI abilities.” (Daniel Goleman)
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8. Leader’s EI and organisational climate
Leader EI improves employee engagement when:
employees feel cared for by a supervisor
receive recognition or praise, and
believe their employer is concerned about their development (Buckingham & Coffman, 1999)
IBM – EI training drove higher employee engagement levels (
Project managers with high EI improve teamwork and manage conflict more effectively (Clarke, 2010)
Positive workplace culture is linked to ethical employee behaviour- less likely to withhold effort or neglect job duties (Kidwell & Valentine, 2008)
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9. EI and the financial bottom line
“Leaders who use their emotional resources to foster engagement deliver significant bottom-line results.” (Freedman, 2010)
PepsiCo - recruiting emotionally intelligent managers:
10% more productivity
87% less turnover
over 1000% return on investment (McClelland, 1998)
Motorola manufacturing plant - EI and stress management training boosted productivity by 93% (Freedman, 2010)
After supervisor EI training at a manufacturer:
lost time accidents reduced by 50%
formal grievances dropped,
productivity goals were exceeded by $250, (Pesuric & Byham, 1996)
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Personal Benefits of EI
Greater career success
Stronger personal relationships
Increased optimism and confidence
Better health
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Dr. R. F. Harshberger - 10/30-31/07

11. Master of Project Management 2017
Professional Benefits of EI
Effective leadership skills
Improved communication
Less workplace conflict
Better problem solving skills
Increased likelihood of promotion
Higher salary $$
people with a high degree of emotional intelligence make more money—an average of $29,000 more per year than people with a low degree of emotional intelligence. The link between emotional intelligence and earnings is so direct that every point increase in emotional intelligence adds $1,300 to an annual salary. These findings hold true for people in all industries, at all levels, in every region of the world.
Master of Project Management 2017
Dr. R. F. Harshberger - 10/30-31/07

12. Low EI is linked with poor performance
Poor executive performance related to low EI:
difficulty in handling change
poor teamwork
poor interpersonal relationships
(Centre for Workplace Leadership, 2003)
Managers who show worry, frustration and bewilderment undermine employees’ entrepreneurial motivation (Boyatzis, 1999)
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13. Importance of EQ for leadership success
People with average IQs outperform people with highest IQs 70% of the time (Bradberry, 2014)
90% of top performers have high EQ. Only 20% of bottom performers have high EQ (Talent Smart)
“We are being judged by a new yardstick;
not just how smart we are,
or by our training and expertise,
but also how well we handle ourselves
and each other.”
“The higher a leader rises in the
Organisation, the more EI matters.”
(Daniel Goleman) 29
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Assess your own EQ
Genos Emotional Intelligence Inventory-Concise
people with a high degree of emotional intelligence make more money—an average of $29,000 more per year than people with a low degree of emotional intelligence. The link between emotional intelligence and earnings is so direct that every point increase in emotional intelligence adds $1,300 to an annual salary. These findings hold true for people in all industries, at all levels, in every region of the world.
Master of Project Management 2017
Dr. R. F. Harshberger - 10/30-31/07

15. Master of Project Management 2017

16. EI Framework, based on Goleman (1998)
Self Others
Recognition
Self Awareness
*Emotional self awareness
*Accurate self-assessment
*Self confidence
Social Awareness
*Empathy
*Service orientation
*Organisational awareness
Self Management
*Emotional self-control
*Trustworthiness
*Conscientiousness
*Adaptability
*Achievement drive
*Initiative
Relationship Management
*Developing others
*Influence
*Communication
*Teamwork and collaboration
*Conflict management
*Visionary leadership
*Catalysing change
Regulation
EI Framework, based on Goleman (1998)

17. Master of Project Management 2017
5 competencies of EQ
Self-awareness- knowing our own emotions
Self-management- regulating our own emotions
Self-motivation - motivating ourself
Social-awareness (empathy) recognizing others’ emotions
Relationship management - effective
(Goleman)
Relate to
ourself
Relate to
others
Knowing ones emotions - self-awareness and recognizing an emotion when it occurs
Managing emotions - handling emotions in a fashion to build on self-awareness
Motivating oneself - the ability to channel emotions in the service of a goal
Recognizing emotions in others, or empathy -the appreciation of the differences in people and the sensitivity to other’s feelings.
Handling relationships -managing emotions in others
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Self-awareness
Self-awareness
Accurate self-assessment was associated with superior performance in 100s of managers across 12 organisations.8
“If you understand your own feelings,
you get a great understanding of how you’re going to interact and perform with others…
So the first starting point is: ‘What’s going on inside me?’ ”
Chuck Wolfe
C. J. Wolfe Associates
Master of Project Management 2017
Dr. R. F. Harshberger - 10/30-31/07

19. Master of Project Management 2017
Practising Self-Awareness
Become aware of our emotional states
Learn to “tune-in” to your emotions – they give you information about your responses to stressful situations
Recognize the importance of emotions even in “technical” fields
Master of Project Management 2017
Dr. R. F. Harshberger - 10/30-31/07

20. Master of Project Management 2017
Practising Self-Awareness
Become aware of our emotional states
Learn to “tune-in” to your emotions – they give you information about your responses to stressful situations
Recognize the importance of emotions even in “technical” fields
Master of Project Management 2017
Dr. R. F. Harshberger - 10/30-31/07

21. Master of Project Management 2017
Activity- becoming aware of our feelings
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Self-regulation
“If we are in a heightened state
of agitation or anger
we cannot make good decisions,
we cannot reason well.”
Christine Casper
Communication, Motivation & Management Inc.
Master of Project Management 2017
Dr. R. F. Harshberger - 10/30-31/07

23. Master of Project Management 2017
Practising Self-Regulation
Accept responsibility for choosing your own emotional responses
Be aware of, and learn to manage, your own emotional “triggers.”
Learn to “reframe” stressful situations
Master of Project Management 2017
Dr. R. F. Harshberger - 10/30-31/07

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Activity- becoming aware of our triggers
What triggers frustration in you?
What triggers anger in you?
What could you do to manage your frustration?
What could you do to manage your anger?
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Self-motivation
“High performers are those who are able to see to what degree they are responsible for a setback and
to what degree it may be
circumstance or other people.
As a result, they are able to be more persistent.” .
J.P. Pawliw-Fry
Institute For Health & Human Potential
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Dr. R. F. Harshberger - 10/30-31/07

26. Master of Project Management 2017
Practising Self-Motivation
Recognize that emotions affect your performance
When a setback strikes, resist asking “what’s wrong with me?” Instead, ask “what can I fix?”
Work to achieve your “flow state,” being in the moment with work tasks (mindfulness)
Set goals - winners plan and expect to win
Master of Project Management 2017
Dr. R. F. Harshberger - 10/30-31/07

27. Master of Project Management 2017
Social-awareness (empathy)
“If people will stop for a moment and put themselves in another person’s shoes…
It will help them modify their
own behavior.
It will help them develop
relationships with those people.”
Darryl Grigg
American Express Emotional Competence Program
Master of Project Management 2017
Dr. R. F. Harshberger - 10/30-31/07

28. Master of Project Management 2017
Practising Empathy
Empathy means recognizing, and responding appropriately to, the emotions of others.
By expressing empathy, you also create empathy in others.
Realize that emotions impact such measurable goals as productivity and safety.
Master of Project Management 2017
Dr. R. F. Harshberger - 10/30-31/07

29. Master of Project Management 2017
Activity- practising empathy
In pairs
One member tells about a time when you had a bad day at work (or university)
The other listens.
After a few sentences speaker stops.
Listener says- “it sounds like you were feeling …”
Speaker continues and after a few more sentences, speaker stops so listener can again feedback: “it sounds like you were feeling…”
Continue until the story is told.
Swap roles.
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30. Master of Project Management 2017
Creating Effective Relationships
Use your emotional competencies – awareness, regulation, motivation, and empathy to:
Influence and persuade others
Build consensus and support for team goals
Motivate and inspire yourself and others to achieve those goals
Build trust and demonstrate trustworthiness
Master of Project Management 2017
Dr. R. F. Harshberger - 10/30-31/07

31. Effective Relationships
"And so there's a real pay-off: 
The people who will become the leaders, the people who will become the star performers,
are the ones who
have strengths in the key EQ abilities."
Daniel Goleman
Emotional Intelligence Services
Master of Project Management 2017
Dr. R. F. Harshberger - 10/30-31/07

32. Importance of EI to project management?
Discuss in groups
Leaders must understand followers
Followers must understand leaders
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33. Master of Project Management 2017
Take Aways
Understand emotional intelligence and why it is important to personal and professional success.
Recognize five competencies you can work on to increase your level of EI.
Listen to and employ your emotions for better decision making.
Show you care, and build trust by displaying sensitivity and concern and listening.
Use your positive energy and enthusiasm to motivate others.
Master of Project Management 2017
Dr. R. F. Harshberger - 10/30-31/07

34. Master of Project Management 2017
References
1. Caruso, D. ‘A practical guide to the MSCEIT’. Available at
2. Harvard Business Review (2003). ‘Breakthrough ideas for tomorrow’s business agenda’. April.
Master of Project Management 2017
Dr. R. F. Harshberger - 10/30-31/07