Emotional Intelligence, Stress and Change

1. Emotional Intelligence, Stress and Change Thomas Leonhardt

2. What is Emotional Intelligence? In short, emotional intelligence is the ability to identify and manage emotions in oneself and others.

3. Goleman�s Framework In Working with Emotional Intelligence, Daniel Goleman (1998) identifies five domains of EI Self Awareness Self Regulation Motivation Empathy Social Skills

4. Emotional Intelligence A number of studies have shown that EI can predict success, performance, and the ability to navigate change. �Research by the Center for Creative Leadership has found that the primary causes of derailment in executives involve deficits in emotional competence. The three primary ones are difficulty in handling change, not being able to work well in a team, and poor interpersonal relations�. (Cherniss, 1999)

5. Positive effects of EI Research by Fariselli, Freedman, Ghini and Valentini (2008) has shown that EI �helps improve performance by mitigating the negative effects of stress�. The results of their research show a direct relation between performance and emotional intelligence.

6. Positive Effects of EIShown graphically, here are the results.

7. Stress and Change at Work Uncertainty, and change in ones work environment are major causes of stress and tension. How does stress effect performance, and what can be done to alleviate the ill effects?

8. Stress and Dissonance Rapid change in organizations places stress on leaders as well as the rank and file employees. Personnel can react with �fear, frustration, anger, resentment, inertia, active or passive resistance, depression�� (Sewell, 2002)

9. Stress and Dissonance Directives for change, and the uncertainties brought on by these shifts leads to tension, dissonance, �emotional exhaustion� and a reduction in self-esteem. (Abraham 1999) When stress levels are elevated enough, ones capacity to make decisions can become impaired.

10. Stress and Dissonance In environments undergoing change, stress is an inevitable byproduct. Managers and staff with high emotional quotients will perform better, and be able to maintain more effective relationships with team members and co-workers.

11. Information Professionals Librarians and information professionals work in a rapidly changing environment Many of the traits required to cope and succeed in this environment are those identified with emotional intelligence.

12. Information Professionals Guide in the face of an uncertain future Collaborate Prioritize and maintain agility and flexibility in the face of changing goals Empower Understand the core capabilities of one's organization, work group and colleagues (Promis, 2008)

13. Information Professionals Coping With a Changing Environment Success depends on leaders �ability to anticipate and effectively deal with these personnel and the source of their emotions�. (Sewell 2002) Sewell identifies 10 interrelated steps that agencies and leaders can take to minimize stress. These steps overlap some with Goleman�s domain, but all require EI to implement successfully.

14. Information Professionals Sewell�s 10 Steps Awareness Communication Leadership Presence Encouragement Formalized Support Stability Involvement Training Timing Managerial Burnout

15. Information Professionals These steps form a guide for institutions, but still require the execution by skilled and dedicated individuals. Those with higher levels of emotional intelligence handle the stress more effectively, and are better able to lead and guide others.

16. Information Professionals What role do these skills play in the hiring or screening for library jobs? Promis notes that a �relatively small percentage of job ads refer to specific El competencies; however, many of the qualities sought in applicants are comparable to them�.

17. Information Professionals By identifying these competencies, the first step is made towards recruitment and hiring of leaders who exemplify these qualities. EI should also be considered in internal promotions and evaluations. Training can be utilized to enhance EI, and the soft skills of employees the same way technical skills are addressed.

18. Conclusion Change is inevitable Change causes stress on employees of all levels within an institution. Those with higher levels of emotional intelligence respond better during times of stress. The identification of the inevitability of stress, and the ways in which EI mitigates stress, are crucial to an organizations, and an individuals success.

19. Sources Abraham, R. (1999). Emotional dissonance in organizations: conceptualizing the role of self-estemm and job induced tension. Leadership and Organization Development Journal 20, (1), 18-25. Cherniss, C. (1999) The business case for emotional intelligence. Consortium for Research on Emotional Intelligence in Organization. Retrieved July 2, 2008 from www.eiconsortium.org Fariselli,L., Freedman, J., Ghini, M., & Valentini, F.( 2008). Stress, emotional intelligence, and performance in health care. Retrieved July 12th, 208 from www.6seconds.org/sei/wp-stress.php Goleman, D. (1998). Working with emotional intelligence. New York: Bantam. Promis, P. (2008). Are employers asking for the right competencies: a case for emotional intelligence. Library Administration and Management 22, (1), 24-30. Sewell, J. (2002.) Managing the stress of organizational change. FBI Law Enforcement Bulletin 71, (3)14-20.