Seminar 2: Emotional Intelligence, Goleman D. "What makes a leader?" Kegan et al "Making business personal"

Question 1

According to Goleman, what distinguishes great leaders from good ones?

Answer 1

Emotional intelligence

Question 2

Which are the 5 Emotional Intelligence skills?

Answer 2

1. Self-awareness
2. Self-regulation
3. Motivation
4. Empathy
5. Social skill

Question 3

Emotional intelligence

Answer 3

Such as the ability to work with others and effectiveness in leading change. It refers to how well we handle ourselves and our relationships.

Question 4

Is it possible to learn emotional intelligence? if so, how? What system is EI born in?

Answer 4

Yes. You can improve it by training that includes the limbic system. Break old behavioural habits and establish new ones. Some people are born with the EI-ability and some can learn. It also increases with age.

Question 5

The practices

Answer 5

1. getting on the other side. Coming over the fight or flight response occasioned by confronting what you are working on about yourself.
2. Closing the gaps. To close the gaps, employees must speak about the personal dimensions of those issues. The gap between who they really are and who they think they need to be at work diminishes or even disappears.
3. Constructive destabilization. “All jobs are stretch jobs”
   4- Everyone is a designer.
4. Taking the time for growth.

Question 6

Cognitive ability

Answer 6

analytical reasoning

Question 7

Technical skills

Answer 7

Accounting, business planning etc

Question 8

The community (accountability, transparency, support)

Answer 8

Accountability - allas åsikt räknas
Transparancy - om de skär ner på anställda osv, var ärlig och låt de anställda veta
Support - supportgrupper, moral support osv.

Question 9

1. Self- Awareness

Answer 9

“feel yourself” heartbets et al.

Question 10

2. Self-regulation

Answer 10

Ability to handle your distressing emotions in an affective way so they don’t get in the way of what you’re doing. It frees you from being a prisoner of your feelings and enhances a person’s integrity.

Question 11

3. Motivation

Answer 11

Leaders that are effective are driven to achieve BEYOND expectations. Those with leadership-potential are more looking for the achievement than the goal (like higher salary) itself.

Question 12

4. Empathy

Answer 12

Knowing what someone else is feeling, and taking those feelings in to
consideration along with other factors in order to make intelligent decisions.

Question 13

5. Social Skill

Answer 13

Combined with empathy, social skilled people are more likely to work as leaders and managing relations well. It is just not friendliness but friendliness with purpose. Socially skilled people tend to have a wide circle of
acquaintances and they tend to find common ground with new people they meet. It requires
the other dimensions of emotional intelligence.

Question 14

“Second job at work”

Answer 14

Att hålla uppe en fasad på jobbet

Question 15

Deliberately development organizations

Answer 15

Hänger ihop med second job at work. Waste of resouces to holding a facade at work and therefore, by stripping down peoples facades, the firms can be delibarately development organizations.

Question 16

The practices

1. Getting on the other side

Answer 16

1. Overcoming the fight or flight response occasioned by confronting what you are working about yourself. Many find a level of vulnerability disorientating, no matter how enthuistiatic he or she may have been about the culture during the hiring process.

Question 17

The practices

2. Closing the gaps

Answer 17

2. Let people be who they are. “If I risk showing my weaknesses, nothing bad will happen to me, I’ll probably learn something and I’ll be better for it in the end.”. Vulnerability.

Question 18

The practices

3. Constructive destabilization

Answer 18

Deliberately developmental organization don’t just accept their employees’ inadequacies, they CULTIVATE them. It is important to find a good fit between the person and the role.

Question 19

The practices

4. Everyone is a designer

Answer 19

If something isn’t working optimally, it is everyone’s responsibility to examine and address the design of the underlying process, not only the executives.

Question 20

The practices

5. Taking the time for growth

Answer 20

Hetsa inte fram resultat, ta tid åt dina anställda och investera i detta. Det kommer gynna oss och behöver inte betyda att det är mindre effektivt.

Question 21

The community, what does that mean

Answer 21

People need a community where they can feel safe in order to show their vulnarity.

1. Accountability
2. Transparency
3. Support