Emotional Intelligence for Leaders

Management Development Programme

NTPC
November 6 - 17, 2017

Ranjeet Nambudiri
Indian Institute of Management
Indore

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 Mintzberg – Roles of the Leader

• Interpersonal
• Figurehead
• Leader
• Liaison
• Informational
• Monitors
• Disseminator
• Spokesperson
• Decisional
• Entrepreneur
• Disturbance handler
• Resource allocator
• Negotiator

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 Anyone can become angry – that is easy. But to be angry
with the right person, to the right degree, at the right time,
for the right purpose, and in the right way – that is not
easy.
– (Aristotle)

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 Multiple Intelligences (Gardner)

• Verbal
• Mathematical-Logical
• Spatial
• Kinesthetic
• Musical
• Interpersonal
• Intra-personal

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 IQ vs EQ
• IQ
• Cognitive, intellectual,
analytical, logical and rational
abilities
• Gauges how well one
acquires and organizes new
knowledge
• Personal information bank-
memory, vocabulary etc.
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• EQ
• Emotional, social,
communicative and relational
abilities
• Gauges how well one copes
with environmental demands
and pressures
• Grasping own as well as
others’ wants and needs
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 Interpersonal skills / ability

• Ability / Skills to
• Work through social interaction
• Work with other people
• ‘Influence’ others and be ‘influenced’
• ‘Manage’ conflicts
• Communicate

• Emotional Intelligence : Skills that assist an individual to manage emotions at

the workplace: Self management - Self discipline and Empathy
• Manage one’s own feelings , emotions
• Understand feelings of self & others and use them to take decisions
• Empathize
• Persist in the face of setbacks
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 Dimensions of Emotional Intelligence

• Self-awareness: Ability to recognize emotions as they happen,

to have self-confidence and accurate perception.
• Self-regulation: which encompasses self-control,
trustworthiness, conscientiousness and adaptability.
• Motivation: involving the use of emotions to facilitate goal
achievement and persistence.
• Empathy: which incorporates an understanding of others’ needs
and emotions.
• Social skills: described as the ability to induce desirable
responses in others via influence, communication and leadership.

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 Self-Awareness - Interpersonal effectiveness
All of us have INTERPERSONAL NEEDS

• Identify the Interpersonal Needs

• What is interpersonal effectiveness (emotional intelligence)
• Significance of interpersonal effectiveness – necessary?
• Understand interpersonal effectiveness , w.r.t
• How you behave toward others
• What you expect from others in their behavior toward you
• Self-awareness – interpersonal profile – FIRO B
• Interpretation and practical aspects of the FIRO B
• Applications
• How does self awareness enable effectiveness

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 Interpersonal effectiveness

• Influence, control
• Others
• Rapport
• Communication
• Affiliation
• Conflict
• Resistance
• Interaction

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Interpersonal skills – why?
• Manage positive relationships at the workplace
• Increased identification with peers / co-workers
• Employee/Management Relations
• Team Building
• Leadership Development
• Personal and professional: career development

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FIRO-B

• An instrument for emotional intelligence awareness

– Self-Awareness

– Communication

– Building Relationships

– Conflict Management

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FIRO-B

• What it does:
– Aids in understanding one’s behavior and its effect on others

– Increases your awareness of your natural strengths and weaknesses

– Suggests possibilities for adjusting the way you relate to others

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Interpersonal needs

• Individual Motivated by THREE BASIC Interpersonal Needs

– Inclusion: the amount of belonging, attention, and recognition
desired in social settings.
– Control: the level of influence, structure, and responsibility
desired.
– Affection: the level of rapport, warmth, and support desired.

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Theoretical Foundation for FIRO B

• The FIRO-B helps give insight into an individual’s degree of

interpersonal understanding on several levels:
– Inclusion: The willingness to include others or be
included.
– Control: The willingness to manage and be managed.
– Affection: The willingness to express and receive
affection
– The Flexibility to know when to call these things into
play.

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Dimensions of interpersonal needs
Inclusion Control Affection
• recognition • influence • closeness
• belonging • leading • warmth
• participation • responsibility • sensitivity
Expressed
Behavior
• what I prefer to do
• how much I initiate
• observable action
eI eC eA
Wanted
Behavior
• how much I want
others to initiate
wI wC wA
• how much I prefer
to be the recipient

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Firo.doc 15
 Inclusion Control Affection
I make an effort to I make an effort to get
include others in my I try to exert control close to people. I am
activities - I try to join and influence over comfortable expressing
groups and to be with things. I enjoy personal feelings and I
people as much as organizing things and try to be supportive of
Expressed possible directing others others

I want people to act

I feel most comfortable warmly toward me. I
I want others to invite working in well-defined enjoy it when people
me to belong - I enjoy situations. I try to get share their feelings with
it when others notice clear cut instructions me and they encourage
Wanted me and expectations my efforts

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FIRO-B Individual Cell Scores

eI eC eA
expressed expressed expressed
inclusion control affection

wI wC wA
wanted wanted wanted
inclusion control affection

• 0, 1, 2 LOW Needs / Behaviors are rarely displayed by you

• 3, 4, 5, 6 MEDIUM Needs / Behaviors will be a noticeable characteristic of you,
but only some of the time
• 7, 8, 9 HIGH Needs / Behaviors are a noticeable characteristic of you in
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most situations 17
 FIRO-B Score interpretation

Inclusion Control Affection

OVERSOCIAL AUTOCRAT OVERPERSONAL

H Likes to be with people & seeks Likes making decisions. Taking Tends to get close and personal,
out company charge is no prob. For this person deeply involving self with others
Expressed UNDERSOCIAL ABDICRAT UNDERPERSONAL
Not comfortable with others. Prefer avoiding making decisions Cautious about initiating close
L Prefers to stay on self unless have & taking charge. Prefer relationships. Avoid personal
to Implementing involvement
SOCIAL COMPLIANT SUBMISSIVE PERSONAL COMPLIANT
H
Strong need to be accepted and Tend to allow others to have their Like getting close with people.
feel bad when left out way with me Prefer them taking the first step
Wanted
COUNTERSOCIAL REBELLIOUS COUNTER PERSONAL
Choosy about acquaintances. Don’t like other deciding for me Selective in my choice of friends.
L Don’t want everyone seeking me Few can get close to me
out
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Strength of Your Interpersonal Needs:

Total Need Total Need Total Need

for Inclusion for Control for Affection

Low = 0 to 5 Medium = 6 to 12 High = 13 to 18

Highest Score =
nMost comfortable interpersonal area

n Need area you will be the least willing to sacrifice in social situations

nSituations that satisfy this need will be those you return to often

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How does this help you?
Self awareness
(of needs) EI Interpersonal effectiveness

• Interpersonal profile helps predict behavior in most situations

• How others may perceive you

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 Leadership implications – How other may
perceive you

Inclusion Control Affection

1. May take rejection badly 1. May perceive any 1. May find a lack of
H 2. May think that being structuring as concern as insensitive
away is missing the inadequate 2. May need continuous
Wanted action 2. May consider standard feedback
3. May take lack of procedures as 3. May find distance from
acknowledgement as important others as a personal loss
negative 3. May take sole
responsibility as
burdensome
L 1. May feel invitations are 1. May not want any 1. May find reassurances as
obligations control mechanisms superficial
2. May not want to be 2. May feel pressured by 2. May become offended by
singled out structure personal questions
3. May consider group time 3. May find competing 3. May find emotions as
as wasteful behavior annoying distracting
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 Leadership implications
• Effectiveness (and results) through compatibility
• Compatible groups work better
• Compatibility through similarity (e.g., both have similar
need for affection, either high or low)
• Compatibility through reciprocity (e.g., Person 1 has high
expressed control and Person 2 has high wanted control)
• Team building – strengthening the culture
• Understand how needs can lead to formation of group
culture and contribute to resistance – e.g., clique
formation within a group

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Leadership implications
• Leadership
• Leadership effectiveness by understanding the needs of subordinates
• e.g., if someone known to be Social Compliant (high wanted inclusion)
• Conflict management intervention – helps in diagnosis
• Relationship counseling
• Identify sources of conflict and incompatibility
• Personal development through self awareness – identify shortcomings and
developmental needs

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Leadership implications – Your influence on
Climate in the Unit
• Strongest need is control
• Concentration of power (centralization)
• Competition between departments and individuals
• Decisiveness and accountability
• Dependence on direction (autonomy)
• Need for affection is weak
• Low responsiveness to personal issues
• Low identification with co-workers – relationships are functional
• Conflict suppression

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 Thank you for your time and attention
ranjeet@iimidr.ac.in

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