What is Emotional Intelligence? Explain in your own words. Based on the Model of Emotional Intelligence’ by Daniel Goleman’s, how can a leader develop the dimensions of this model? (10 marks)
What do we mean by emotionally effective people and how do they achieve business objectives. (10 marks)
Case Study: Communicating effectively to diverse workforce (10 marks)
Read the case study below and answer the questions that follow. Enter your response into the text boxes provided.
Natasha, a middle-aged woman of Eastern European appearance, approached the receptionist of a community centre. She spoke with a very strong accent. The receptionist then asked for her name by speaking very slowly and in a loud voice. The receptionist repeated the request three times, drawing the attention of the whole centre. Natasha looked very unhappy and went away.
Q1: Would speaking loudly and slowly help the communication problem? Why/why not?
Q2: How might the client be feeling after being spoken to in this way?
Q3: What would you do to break the communication barrier if you were the receptionist?
Explain how a leader can use emotional intelligence in the context of building relationships in his/her workplace. (10 marks)
Scenario-based case study – Finding the Emotional Intelligence of a Leader (10 marks)
Assume you are a senior manager for a project organisation that delivers various projects for Government agencies and other organisations. You generally oversee and monitor multiple projects but you have a project manager for each of the projects. At this moment you are monitoring 5 projects, each of which are managed by Kathy, Sam, Ali, James and Lee. In recent times you had some changes in projects. Your organisation has received a few international projects but none of your project managers has exposure to international projects. For business and growth reasons, your organisation could not afford to leave this attractive project contracts.
Kathy was a competent project manager who had been successful in the past, in other settings but was failing badly in her first effort as head of a large, international project. This is her first time as a project manager for an international project task. Her inability to understand her diverse team’s sensibilities and her own domineering style are combining to create a highly negative team environment. Some of the reasons why she might be failing could be
- Her exposure to a brand-new team with people from various culture and nationalists
- Too much of work to do in a very short period
- Huge restrictions to work methods
- Large volume of computer and technology-related work
- Frequent communications with project customers to show progress
- Her personal lack of skills and knowledge in leadership
The nature of emotional intelligence is identified by possessing: 1) self-awareness, 2) self-regulation, 3) social awareness, and 4) social skill. In this case, it appears that Kathy, though possessing strong motivation and, to some degree, self-regulation, is singularly lacking in empathy, social awareness and social skills. Further, it could be argued that she is doing a poor job with self-awareness as well, as she does not understand how her own behaviours contributed to these problems.
Instructions: Please read Goleman’s model of emotional intelligence before you attempt the case questions.
Question 1: As her immediate leader and boss, explain how you will address the “emotional intelligence” issue within Kathy to make her effective in her new international project assignment.
Question 2: Of the various dimensions of emotional intelligence, which dimension(s) did she appear to lack most? What evidence can you cite to support this contention?
Work-Based Scenario: Emotional Self-Management (10 marks)
Some people, like the boss in this case story below, use their emotions to master others. The toxic effect of dissonant influence begins with losing control of your emotions around others and then expecting them to manage your emotions for you by responding with the proper behavior.
This pattern is toxic precisely because Person B is managing Person A’s emotions, and Person A is managing Person B’s. In a sense, these two people need each other. Psychologists call this co-dependence. They are cooperating in the dependent behaviour of each other.
Boss says: “I don’t care what it takes. Just do it!” The staff manager shouts out his order and the admin dutifully responds: “Uh. Okay, sir. I’ll get right on it.”
Boss says: “And Jones.”
“Oh no, what now?” Jones muses.
Boss says: “Make sure you have those reports on my desk by three.”
“Yes, sir!” Jones walks away feeling both anxious and defeated. Then he remembers something, and a confident smile starts to form on his face.
The night before his lottery ticket won the million-dollar lotto. His rational brain informs him that now would be a good time to override the knee-jerk amygdala-driven agreement that he just made with his jerk of a boss. So, he turns back toward the tough-talking manager and says:
Boss says: “What is it?!”
“Make that five. I will not do it by three. You can’t just force a human to perform an irrational work.”
Question 1: What would be a better pattern of behaviour from the boss here?
Question 2: How would you apply emotional intelligence if you were the boss?
Situational Leadership Behaviour for Emotional Intelligence: (10 marks)
Situation 1: The Team that you coordinate as Project Manager has been working well together over the past year to design and implement the organization’s plans and projects with your input and facilitation. As the new year begins a number of new projects are being introduced and several new members are being added to the team who do not have previous experience with your projects. List your plan of action for the situation.
Situation 2: As the Project Manager you have worked closely with one of your teams for several years. Their work is excellent and the team gets along well together. Recognizing their abilities, you feel they can now work more on their own. You have begun this year to redirect your energies to other projects and teams, and they have continued to work effectively. You must now ask them to accept additional tasks and responsibilities. List your plan of action for the situation.
Work-Based Role Play Exercise and Script (30 marks)
Tesco is a customer-orientated business. It aims to offer products that provide value for money for its customers and to deliver high-quality service. Tesco wants to attract new customers, but it also wants to keep its existing customers happy. Building customer loyalty is a cost-effective strategy to grow the business. This is because satisfied customers are a good advert for the business.
Tesco has more than a 30% market share of the UK grocery market; nearly double that of its nearest rival. In its 2009/2010 financial year, Tesco earned revenues of £38.6 billion in the UK and employed more than 280,000 people. To keep at the top of its game and to maintain its number one spot in the market, the company needs skilled staff at all levels and in all roles.
Roles in Tesco
Roles in Tesco range from business development, supply chain management and marketing to finance, store operations and personnel management. Each area of expertise requires leadership and management skills. Tesco aims to develop the leadership qualities of its people throughout the organisation, from administrators and customer assistants to the board of directors. It adopts a similar approach to leadership development for staff at all levels. This is in line with Tesco’s employment philosophy: ‘We believe in treating each other with respect, with everyone having an equal opportunity to get on, ensuring Tesco is a great place to work.’
Berian is a bakery team leader
Berian leads a team of 17 in a Tesco in-store bakery. One of the key challenges of Berian’s job is to ensure his team produces the right products to meet demand at key times. His usual management approach is to allow the team to take responsibility for achieving the desired result. In this way, the team not only buys into the activity but also develops new skills. For example, when the bakery expanded its product range and Berian needed to ensure that all the products would be on the shelves by 8.00 am, rather than enforce a solution, he turned to the team for ideas. The team solved the problem by agreeing to split break times so that productivity could be maintained. Berian’s approach produced a positive outcome and increased team motivation.
Stephen is a Tesco store manager
Stephen is the manager of a medium-sized Tesco store. He has been with the company for over 10 years and his first job was filling shelves in the dairy section. He is currently working towards the Tesco foundation degree. Stephen directly manages a team of around 20 departmental managers, who between them are responsible for almost 300 people. Stephen’s leadership style is usually to allow his managers to make most operational decisions. However, if, for example, an accident occurs in the store, Stephen may take control to ensure a prompt and coordinated response.
REQUIREMENTS & INSTRUCTIONS
1. You will play the role of Boss
(Stephen) and the other person plays the role of subordinate employee (Berian).
The other person will not be marked or assessed. You will have to demonstrate
appropriate leadership and emotional behaviour to the other person during the
2. Prepare a role-play scenario script for approximately 5 minutes where you should include the following:
- Identify and discuss your own emotional strengths and weaknesses and stressors at the workplace
- Demonstrate workplace behaviours that demonstrate management of emotions
- Request feedback from juniors to improve development of own emotional intelligence
- Respond to the emotional states of your employee and assess emotional cues
- Identify the range of cultural expressions of emotions and respond appropriately
- Make a workplace decision but take into account the emotions of this employee when making decisions
- Provide opportunities for this employee to express his/her thoughts and feelings
- Provide words of encouragement for the self-management of emotions in that employee
- Encourage a positive emotional climate in the workplace
- Use the strengths of workgroup members to achieve workplace outcomes
Stephen: Hi, I am Stephen, How are you today and how can I help you?
Customer: Hi, I am Kelly. Good, Thanks