1.

I am self-confident in my abilities to provide effective leadership which is my personal strength.

I have experience over from previous roles which will enhance my ability to lead, and have
confidence to function in my role. I am also knowledgeable, as I love to learn new things on a
regular basis. I love to research and observe related areas that help me to improve and be
perform my responsibilities as a role model.

I love to execute things in an orderly manner and in the most efficient way possible. However,
I can be impatient when duties are not carried out in the desired procedure or time. It can lead
to frustration and disappointment, and can compromise my focus as an effective leader. This
is an area I am working on to utilise as a learning point to address with flexibility to this trait.
2.
A personal stress for me is when follow up call requests for clients are not actioned when I take
massages for colleagues. I often get complaints about clients that call back and vent about not
having staff members contact them back, when they left messages with me to do so. This is a
stressor for me as its time consuming, they would use my name as a type of blame for the
service, and they can pressure escalation if I cannot help to prompt for updates, or answers to
their enquiry. I deal with this stressor by advising my team leader, and voice my concerns about
taking messages that come back to me when delays occur. I also take time out to clear my mind
with a quick walk outside for a few minutes, and also approach colleagues about messages if
it’s a really busy day to touch base about urgent messages, and in some cases offer to help
where possible.

3.
I can feel very nervous and anxious when a scheduled meeting invite occurs and I am expected
to put forward details about my results and performance regarding monthly and yearly
reviews. I have been in my position for a good while and a level of expectations are key in order
to show my capabilities and value as a senior role model to others. It can be intimidating and
tough to give an account to my superiors.

I manage this emotional state by confidence in my performance and knowledge of my role. I

gain confidence in my preparation leading up into the meeting by noting down key points to
talk about, both in successes and problematic areas. Also to remind myself that everyone is
human and that we can’t do everything at the same time, and that mistakes are okay if they
occur.

4.
I would take time out to identify my own emotional strengths and weaknesses. Writing down
an honest inventory of pros and cons, and capitalise on strengths to overcome weaknesses.
This will help me have better control of my feelings and not letting emotions rule me as I can
respond well to criticism and issues that arise.

I would also be transparent in voicing my emotions where appropriate to help find solutions,
or for the purpose to help others foster the same communication trait to be open without
 negative stigmas. I would also actively listen to my team members to build trust and
confidence. Showing concern and empathy which will encourage a positive environment
overall.

5.
I am very open minded about feedback from members on my emotion intelligence. I personally
know that I am grounded enough to receive feedback, whether bad or good. It helps me to
know where I stand.

I can ask relevant questions directly with colleagues and leaders that will give me information
about my EI. An example would be, "what do like about my working style?" or ,"whats an area
you think I can improve on?".

I can review feedback and focus on areas that concern me and the team. I can also review
reports, data and appraisals to identify further for areas of improvements.

6.
Continual development requires self-reflections because it strengthens accountability. This
enables a person seeking improvement and growth in their emotional intelligence to be more
responsible, and can stir change to adapt in areas requiring adjustment and flexibility.
Understanding own reactions and emotions is key. Self-reflection is important in deciding the
best way to utilise emotional intelligence in daily activities and interactions.

7.
Extremely angry:

Showing genuine concern and getting straight to the facts would be a method in dealing with an
overtly angry worker. Allow them time to vent in a controlled environment, or have time out to
relax before engaging again.

This would help minimise the rage and prevent the worker from becoming aggressive towards
others.

Extremely stressed:

I would encourage the worker take a break to destress and relax before approaching serious
discussions to address stressors weighing them down. After that, it would be ask them when they
appear relieved from excessive stress about concerns and actively listen to understand and help
find resolutions or help.

Extremely upset:

I would attuned to the cues of the employee. I would empathise and mirror their concerns with
sensitivity. Be mindful of body language, facial expressions and wording when asking questions.
Reassure them their reactions are normal and can be resolved.
8.
I would say that I have a standardised level of understanding when it comes to cultural expressions
of emotions. I would use my awareness of cultural expressions of emotions by interpreting what
responses may mean, deciding how to respond back and make the appropriate expressions fitting
to the cultural aspect at hand. Rules surrounding cultural expressions tell us how, when and which
emotions to convey.

9.
There a 6 common styles of leadership that can be utilised, and allow for adaptations depending
on the desired outcome or goal. If I wanted to build esteem and confidence in the team, I would
adapt to an affiliation leadership style to help harmonies emotional bonds and work closer with
workers. Alternatively, if I wanted to push for results because the team has become undisciplined,
I would adapt to a coercive leadership style to push for control in problematic areas, and drive
performance to a desired end.

10.
I would take time to carefully explain why decisions are made, which can minimise negative
emotional reactions. I would ask workers about their feelings and precepts on the choices
beforehand to make the final appropriate decision. Workers are generally happier if they feel they
have had involvement with the decision making process, even if it may not be the result intended
for them.

11.
Ask what forms of communications they prefer when expressing feelings and emotion. I would
then work with their preference via email or in person. I would maintain an open door policy to
encourage opportunity to express themselves. Not be too busy for those who do use the
opportunity. I would take all matters seriously, and ask directly with workers if reluctant to
approach.

12.
I would encourage acceptable manners in how to express difficult emotions like anger and
frustration. Invite workers to use messages to help express their emotion and review their
reactions and behaviours, rather the people/things they are upset with. Tell them to record their
emotions when overwhelmed to assist addressing their feelings constructively. Promote healthy
relationships between teams/workers.

13.
I would set the example via demonstrating positive emotions and behaviours as this can be
contagious and mirrored by my team. I would also explicitly state the types of behaviours that are
and are not tolerated, including visuals around the workplace. Foster open communications
between teams and workers by asking questions directly and initiate discussions.

14.
Show appreciation as people love to feel valued and recognised for their work. This helps the
workers feel satisfied, valued and accepted. Positive communication establishes support systems.
Utilise humour to keep the workplace light and open, and can improve quality of work.

15.
Create coaching roles for top performers across the workplace to utilise and share talents and
gifts. Cross train amongst team mates who have specialities in different areas and skill sets. Assign
Projects based on employee strengths. Open career growth opportunities pathway to further
motivate individual and team based goals.