PRESENTATION ON

EMOTIONAL
INTELLIGENCE

Team Members
• Rupa Aryal
• Archana Lama
• Sushant Khatiwoda
• Kishor Panthi
• Samita Shrestha
• Dilip Giri
 Introduction: Emotional intelligence

• Emotions handling capabilities

• Efficient dealing with other’s emotions
• Capacity to perceive, express, understand and
manage emotions in professional manner
Emotional Intelligence: Faculty

T EPS MANAGE
OTS
N FO
OTIO
EM UNDERSTAND

FACILITATE

PERCIEVE
Emotional Intelligence: Business
Applications
Work culture
building

Effective Business Business growth

communications
Applications

Team
management
Emotional Intelligence and stress handling
 IMPORTANCE OF EI
• Reduce occupational stress
• Teamwork effectiveness
• Quality of interpersonal relationships
• Innovation and creativity
• Job satisfaction and organizational
commitment
• Overall performance
 Building Emotional Stability
• Self awareness
• Managing your emotions
• Motivations
• Social skills
Building Emotional Stability
 Business skill development summary from Daniel
Goleman book

Working with Emotional

Intelligence

SOUNDVIEW EXECUTIVES BOOK SUMMARY

Anybody can become angry - that is easy, but to be angry
with the right person and to the right degree and at the
right time and for the right purpose, and in the right way
- that is not within everybody's power and is not easy.
-Aristotle
 WORKING
WORKINGWITHWITHEMOTIONAL
EMOTIONAL
INTELLIGENCE
INTELLIGENCE:Framework
:Framework
SOCIAL

Social skills PERSONAL

Empathy

Self awareness Self regulation

COMPETENCE
FRAMEWORK

Motivation

90 percent attributed success through emotional intelligence

 PERSONAL:SELF AWARENESS
Source of Gut Feeling: AMYGDALA

Emotional Accurate self-

Self-confidence
awareness assessment
 PERSONAL:SELF CONTROL
Self-Confidence Innovations

Self-control Trustworthiness Adaptability

The blossoming of innovations graduates the skill to the SOCIAL

level.
 PERSONAL: Motivations

“Happiness can be found, even in the darkest

of times, if one only remembers to turn on the
light." 
-J.K. Rowling
EMOTIONAL INTELLIGENCE: A WHOLE
PICTURE
Ar
ts
of
in
flu
People
en
skills
ce

Self motivation

Self Intelligence
 Training strategies
• Assess the job and individuals
• Self directed learning
• Awareness
• Provide models
 TalentSmart

TalentSmart is the world’s premier provider of

emotional intelligence (EQ). More than 75% of
the Fortune 500 companies rely on their
products and services
Their training programs and coaching services
ensure new skills are applied immediately.
 Diverse ways to implement emotional
intelligence
TalentSmart consultants, trainers, and coaches
work directly with organizations to develop the
emotional intelligence (EQ) of their leaders,
managers and employee.
 What is Emotional Intelligence?
(By Talentsmart)
• Emotional Intelligence Is the Other Kind of
Smart.
• Emotional Intelligence, IQ, and Personality Are
Different.
• Emotional Intelligence Is Linked to
Performance.
• Emotional Intelligence Can Be Developed.
 (Pacific Hotel Management (PHM))

• Operates and markets hotels ranging from mid-market

brands such as Courtyard by Marriott to extended-stay
brands such as Residence Inn by Marriott and
Homewood Suites by Hilton, as well as upscale brands
such as Westin, Sheraton, and InterContinental Hotels &
Resorts. PHM currently manages eight properties, all in
California.
 Challenges
• Holds a personal and professional belief that a hotel's
success depends on its people.
• PHM wanted to invest in emotional intelligence skills as
the foundation for guest and employee satisfaction.
• Believed that through an organization-wide emotional
intelligence development effort, hotel guests—and the
hotel's own team members—would empathize with
and be responsive to the needs and concerns of their
guests and their fellow co-workers.
 Solution
• PHM turned to TalentSmart to provide a structured
program for all staff to discover, develop, and
increase their own emotional intelligence skills.
• TalentSmart facilitated on-site training programs
adapted for PHM to train managers in emotional
intelligence skills that address the interpersonal
challenges unique to PHM's staff and guest
interactions.
• TalentSmart then provided Train-the-Trainer
programs.
 Case Study: Emotional Intelligence for
People-FirstLeadership at FedEx Express
By Joshua Freedman and Jimmy Daniel
 Background
FedEx stands among the world’s successful
enterprises.
• Has over 290,000 employees moving seven
million packages each day with 600 flights a day.
• founder Fred Smith was focused on logistics and
speed, from the start but he believed that people
were the key to business
• “Leaders get out in front and stay there by raising
the standards by which they judge themselves -
and by which they are willing to be judged.” This
vision has translated to the “PSP Philosophy”
• To measure leadership performance, FedEx
Express administers “SFA,” an annual survey
where every employee can provide feedback
about managers
 Implementation

• the Global Leadership Institute, GLI, serves as the

leadership university for FedEx Express.
• In 2005, GLI implemented a new training program
for managers to consider the impact they wished
to have as leaders – the legacy they were creating.
• A core component of LEAGACY course was a
module on emotional intelligence using the Six
Seconds Emotional Intelligence Assessment, the
SEI.
Action-Based Emotional Intelligence

• Six Seconds Model is

designed as a process
framework for using
emotional intelligence on
a day-to-day basis
• the model offers a three-
step process with specific
learnable, measurable
competencies that support
the three steps
 Action-Based Emotional Intelligence
• Reviewing data from LEGACY in 2009 and 2010, the GLI
team identified that a few key EQ competencies were
essential to strengthen “bench strength” and build the
leaders who will move up the chain.
• As leaders move up in the organization, the need for speed
has to be balanced with a more careful, collaborative
decision-making process to achieve sustainable success.
• FedEx decided to increase the emotional intelligence focus
of the leadership training and deliver a new course called
LEAD1 to put EQ into action at the frontlines.
 Blended Training & Coaching

• The FedEx GLI team designed LEAD1 as a five-day course with a six-month
follow up coaching process built around the SEI.
• In LEAD1, the new managers focus on how emotional intelligence will assist
them to show up as leaders by managing themselves first, taking charge of
their own emotions and behaviors so they can be effective role models and
influencers.
• The coaching process is “specific customized,” meaning that while all
participants are working within a shared framework of concepts and goals,
each coach and participant work in partnership to develop personalized goals
that can be made actionable.
• At the end of the coaching process, participants re-take the SEI to clearly
identify areas of progress, to set next goals, and provide accountability for
the program.
 Results
• LEAD1 trained managers are showing increased ability to push the
FedEx strategy and the “People First” leadership philosophy.
Quantitative Results
Quantitative Results
 Qualitative Results
• Behind a 20% increase in relationships, a leader told a story
about rebuilding trust with her team, or a marriage staying
together.
• Behind a 15% increase in Quality of Life, a story of someone
finding meaning and recommitting to stay sober was found.
• 10% increase in Decision Making is a story of a new manager
finally “getting it” that people are what create value and
changing the way he treats people.
• Participants shared numerous stories of using the EQ tools to
cope with loss, reunite with family members, even make
dramatic changes to improve health and wellbeing.
 Qualitative Results
• By supporting new managers in this way, FedEx gains by
having more competent leaders – and also by showing its
people that the company puts its values into action.
• As a result of initial success, LEAD1 has expanded to FedEx
regional globally – Asia- Pacific (APAC), Latin
America/Caribbean (LAC) and Europe/Middle East/Africa
(EMEA).
• There are now certified SEI Coaches around the world
providing one on one “specific customized” coaching for
managers to begin this phase of their careers with the
insight and skills for people-first leadership.
 Conclusion
• The learnable skills of emotional intelligence are building
blocks to create the kind of people-first leadership the
company wants – which, in turn, increases economic value.
• By developing an internal team of emotional intelligence
practitioners, the company has been able to assimilate the
concepts and skills of EQ and “translate” them to work
within the company culture.
• By supporting new managers to be good people, and
investing in their growth right at the start of their
management careers, FedEx senior leadership is providing
a powerful role model.
 Journal of Business Studies Quaterly

Emotional Intelligence and Effective

Leadership
-Bano Fakhra Batool,Superior University
 Article introduction
• Relationship between emotional intelligence
and effective leadership
• Emotional control of working population of
Pakistani banking sectors specially
• Positive and significant relation between
leadership style and emotional intelligence.
 Major objectives
• Relationship between emotional and effective
leadership
• Need of Emotional intelligence
• Leadership development
 Emotional intelligence and leadership

• Perceive accurately, appraise and express

emotion.
• Understand emotion and emotional
knowledge
• Intellectual growth
 Emotional intelligence and leadership:
STRATEGY
• Self-awareness
• Self regulation
• Empathy
• Social skills
 Conclusions
• Improved leadership efficiency
• Motivated workforce
• Organizational goals achievements
• Healthy decision makings