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SOCIAL AWARENESS ...

SOCIAL AWARENESS. PRESENTATION BY: RITIKA NAIR. CHANGE IS THE ONLY CONSTANT, TRENDS CHANGE. A paradigm shift in the decisive factor of production.

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SOCIAL AWARENESS ...

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  1. SOCIAL AWARENESS... PRESENTATION BY: RITIKA NAIR

  2. CHANGE IS THE ONLY CONSTANT,TRENDS CHANGE... A paradigm shift in the decisive factor of production

  3. Social awareness alludes to an individual's understanding of how to achieve social competence. It implies to the ability to understand people, and to understand how to act within social events. Social awareness, therefore, underlies the competent use of social skills. Social awareness consists of sensitivity, insight and communication. Sensitivity is the ability to perceive social nuances; Insight is the ability to interpret social situations, to read people and to understand verbal and nonverbal social cues; Communication is the ability to act, based on sensitivity and insight. SOURCE: Black and Langone, 1997). SOCIAL AWARENESS

  4. 5.COMPONENTS OF SOCIAL AWARENESS... EMPATHY: Sensing others’ feelings, perspective, and taking active interest in their concerns. SERVICE ORIENTATION: Anticipating, Recognizing, and meeting customers’ needs. POLITICAL AWARENESS: Accurately read situations and organizational and external realities DEVELOPING OTHERS: Sensing their needs in order to develop & bolster their abilities. LEVERAGING DIVERSITY: Cultivating opportunities through diverse people.

  5. PRACTICES:THAT CULTIVATE EMOTIONAL INTELLIGENCE IN THE WORKPLACE...

  6. DOING THE WORK OF CHANGE • Foster a positive relationship between • the trainers and learners • Make change self-directed • Set clear goals • Break goals into manageable steps • Provide opportunities to practice • Monitor performance and give feedback • Rely on experiential methods • Build in support • Use models • Enhance insight • PAVING THE WAY • Assess the organization’s needs • Assess the individual • Deliver assessments with care • Maximize learner choice • Encourage people to participate • Link learning goals to • personal values • Adjust expectations • Gauge readiness • ENCOURAGE TRANSFER AND MAINTENANCE OF • CHANGE • Encourage use of skills on the job • Develop an organizational culture that • supports learning EVALUATE THE CHANGE • Evaluate Source: Consortium for Research on Emotional Intelligence. 1998.

  7. Source: Consortium for Research on Emotional Intelligence. 1998.

  8. INTRA-PERSONAL Self-Regard EmotionalSelf-Awareness Assertiveness Independence Self-Actualization INTER-PERSONAL Empathy Social Responsibility Interpersonal Relationships STRESS MANAGEMENT Stress Tolerance Impulse Control ADAPTABILITY Reality Testing Flexibility Problem Solving GENERAL MOOD Optimism Happiness FACTORS OF EMOTIONAL INTELLIGENCE Source: Consortium for Research on Emotional Intelligence. 1998.

  9. RELATIONSHIP:EMOTIONAL INTELLIGENCE, LEADERSHIP STYLES AND TEAMS

  10. Top Team A Skilled, Smart, Strategic Members Highly Analytical Thinkers Solid Leadership Capabilities Performance Results: Outstanding WHAT MAKES A GREAT EXECUTIVE LEADERSHIP TEAM? Top Team B Skilled, Smart, Strategic Members Highly Analytical Thinkers Solid Leadership Capabilities Performance Results: Mediocre Source: Consortium for Research on Emotional Intelligence. 1998.

  11. CONDITIONS SUPPORT DIRECTION STRUCTURE LEADERSHIP RESULTS PEOPLE DEVELOPMENT LEADERS OF OUTSTANDING TEAMS PULL TOGETHER CONDITIONS NECESSARY FOR TEAM SUCCESS... Three main conditions for team success.

  12. 77 74 69 64 63 61 60 56 54 51 46 43 41 29 29 24 12 8 Coercive Authori-tative Affiliative Demo-cratic Pace-setting Coaching THE OUTSTANDING LEADER’SMANAGERIAL STYLES... Outstanding Typical Poor 100% 90 80 70 60 50 40 30 20 10 0

  13. GUESS THE EMOTION!!! NEUTRAL SURPRISE DISGUST FEAR HAPPY/JOY CONFUSED SAD ANGER

  14. HOW DOES EQ DIFFER FROM IQ?

  15. MYTHS ABOUT EI... • There is no place for emotions in life; facts are more solid • EI involves telling everyone how you feel all of the time • We should only focus on positive emotions, not negative ones • EI is just another soft skills fad with nothing new to offer SOURCE: Louise Hart

  16. EI BENEFITS... • Improved relationships • Improved communication with others • Better empathy skills • Improved career prospects • Manage change more confidently SOURCE: McBride & Maitland 2002

  17. REFERENCES... • Antonakis, J. (2003). Why “Emotional Intelligence” does not predict leadership effectiveness: a comment on Prati, Douglas, Ferris, Ammeter, and Buckley. The International Journal of Organizational Analysis, 11(4), 355-361. • Ashkanasy, N. M., & Daus, C. S. (2002). Emotion in the workplace: the challenge for managers. Academy of Management Executive, 16(1), 76-86. • Aydin, M. D., Leblebici, D. N., Arslan, M., Kilic, M., & Oktem, M. K. (2005). The impact of IQ and EQ on pre-eminent achievement in organizations: implications for hiring decisions of HRM specialists. The International Journal of Human Resource Management, 16(5), 701-719. • Carson, K. D., Carson, P. P., Fontenot, G., & Burdin J. J. (2005). Structured interview questions for selecting productive, emotionally mature, and helpful employees. The Health Care Manager, 24(3), 209-215. • Cote, S., & Miners, C. T. H. (2006). Emotional intelligence, cognitive intelligence, and job performance. Administrative Science Quarterly, 51(1), 1-28.

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