EMOTIONAL INTELLIGENCE IN EDUCATION

TO EXPLORE THE RELATIONSHIP BETWEEN EMOTIONAL INTELLIGENCE AND PERFORMANCE: 

TO EXPLORE THE RELATIONSHIP BETWEEN EMOTIONAL INTELLIGENCE AND PERFORMANCE A PAPER PRESENTED BY LABAN P. AYIRO, PhD. Email: mwaayiro@yahoo.com 1

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Our ancestors were headers They went in Packs to hunt , to defend The basis of Teamwork. 2

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3 2. E - V - R - Congruence model Is a source of opportunities and threats; external key success factors Sustaining and changing this strategic fit is dependent on Leadership Cultures Values Norms EQ Resources constitute strengths and weaknesses, strategic competencies which either match or fail to match environmental needs

EQ: 

EQ Purpose/Background The behavior revolution inspired by B. F. Skinner and the subsequent cognitive revolution saw interest in emotion seriously undermined. Today there is a robust resurgence of interest in emotions across the board. What is emotional intelligence (EQ)? How is it different from other established constructs within psychology? Is it possible to develop EQ? 4

Purpose/Background contd: 

Purpose/Background contd Is EQ a better predictor of work performance? When IQ test scores are correlated with how well people perform in their careers the highest estimate of how much difference IQ accounts for is about 25 percent (Hunter & Hunter, 1984; Schmidt & Hunter, 1981). 5

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EQ VS IQ When it comes to the question of whether a person will become a “star performer” in the top ten percent or be an outstanding leader, IQ is a less powerful predictor than EQ (Goleman 1998, 2001, 2002). Competencies that integrate cognitive, emotional and social abilities come into play. That cognition and emotions are interwoven in mental life. 6

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EQ Vs IQ Contd To assume a position of leadership in today’s work place often requires that an individual demonstrate above average intelligence; Leadership requires a high level of cognitive ability in order to process the complexity of information leaders face daily. E.g Physicians, CPAs and CEOs may all need a high IQ to hold their job . However, simply having an IQ in that superior range does not in itself guarantee that they will be superior doctors, accountants, or H/Ts. 7

Definitions/Scales : 

Definitions/Scales The construct of emotional intelligence was defined originally by Salovey and Mayer (1989/90) as the ability to monitor one’s own feelings and emotions, the ability to monitor the feelings and emotions of others, and to use this information to guide future thinking and action . 8

EQ- Scales: 

EQ- Scales Intrapersonal Self-Regard Self-Awareness Assertiveness Independence Self-Actualization Interpersonal Empathy Social Responsibility Interpersonal Relation 9

EQ-I Scales Contd: 

EQ-I Scales Contd Adaptability Reality Testing Flexibility Problem Solving Stress Management Stress Tolerance Impulse Control General Mood Optimism Happiness 10

Outcomes: 

Outcomes Emotional self-awareness (the ability to recognize and understand one’s feelings and emotions. Self-actualization (the ability to tap potential capacities and skills in order to improve oneself) Empathy (the ability to be attentive to, understand, and appreciate the feelings of others); Interpersonal relationships (the ability to establish and maintain mutually satisfying relationships); Flexibility (the ability to adjust one’s emotions, thoughts, and behaviours to changing situations and conditions); 11

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Outcomes contd Problem solving (the ability to identify and define problems as well as to generate potentially effective solutions); Impulse control (to the ability to resist or delay emotional behaviours 12

SIX THEMES OF DESIRABLE AND ACQUIRABLE ATTITUDES AND BEHAVIOURS: 

SIX THEMES OF DESIRABLE AND ACQUIRABLE ATTITUDES AND BEHAVIOURS Theme Commitment and Determination Attitude or Behaviour Tenacious and decisive, able to recommit/commit quickly. Intensely competitive in achieving goals. Persistent in solving problems, disciplined Willing to undertake personal sacrifice Immersed 13

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Theme Leadership Attitude or Behaviour Self-starter; high standards but not perfectionist Team builder and hero maker; inspires others Treats others as you want to be treated Shares the wealth with all the people who helped create it Honest and reliable; builds trust; practices fairness Not a lone wolf Superior learner and teacher Patient and urgent 14

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Theme Opportunity Tolerance of Risk, Ambiguity, and Uncertainty Attitude or Behaviour Has intimate knowledge of customers’ needs and wants Market driven Obsessed with value creation and enhancement Calculated risk taker Risk minimizer Risk sharer Managers paradoxes and contradictions Tolerates stress and conflict Able to resolve problems and integrate solutions 15

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Theme Creativity, Self Reliance, and Adaptability Attitude or Behaviour No conventional, open-minded, lateral thinker Restless with status quo Able to adapt and change; creative problem solver Quick learner No fear of failure Able to conceptualize and “sweat details” (helicopter mind) 16

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Motivation to Excel Goal-and-results oriented; high but realistic goals Drive to achieve and grow Low need for status and power Interpersonally supporting (versus competitive) Aware of weaknesses and strengths Has perspective and sense of humour 17

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CONSTRUCTS OF Role Individual achievement Risk avoidance Seeking results of behaviour MOTIVATION Motivation A desire to achieve through one’s own efforts and to attribute success to personal causation A desire to avoid risk and leave little to chance A desire for feedback 18

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Role 4. Personal innovation 5. Planning and setting goals Motivation A desire to introduce innovative solutions A desire to think about the future and anticipate future possibilities 19