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Project Manager : Project Manager April May 2012
www.aipm.com.au Project Manager 39 twO tHOusAnD YeARs AgO, the greek philosopher plato wrote: “All learning has an emotiona l base.” Yet it is a common v iew that emotions keep us from mak ing good decisions. Many experts will argue that emotions have a great deal to contribute to the decision- making process. What is emotional intelligence? psychologist and author Daniel goleman brought emotional intelligence (eQ ) to the fore of management theory in the late 1990s. it is an umbrella term that captures a broad collection of non-cognitive skills and dispositions, usually referred to as ‘soft skills’ (or inter personal and intrapersonal skills). it involves being aware of how emotions affect and interact with traditional intelligence. goleman draws on neuroscience and psychobiology to show relationships between different parts of the brain and our emotional and rational responses. He argues that unlike iQ , which remains relatively stable from the teen years, eQ is largely learned and continues to develop as we go through life. a requirement for effective leaders emotional intelligence is a key requirement for effective leaders in today’s workplace, writes goleman. “ The greatest difference between average and superior leaders was in their emotional style. The most effective leaders were more positive and outgoing, more emotionally expressive and dra matic, war mer and more sociable.” in contrast, he describes mediocre leaders as “the classic stereotype of the militar y taskmaster ... legalistic, negative, harsh, disapprov ing and egocentric.” in another major work on the role of eQ in the workplace, Robert Cooper discusses the costs to organisations of trying to disconnect emotions from intellect and discounting the role of emotions in the workplace. “ Bright and efficient managers and professionals check the best of themselves at the door before coming in to work ,” he writes, adding that otherwise intelligent groups “can rapidly become dumber by not allowing people to share talents, and by allowing destructive discontent, domineering or in-fighting to degrade performance and stymie progress”. Harnessing EQ emotional intel ligence requires leaders to understand their ow n feelings and those of others, respond appropriately to them and effectively apply the energy and information from emotions in all aspects of daily life and work. A person’s ability to perceive, identify and manage emotion provides a basis for the kinds of social and emotional competencies that are important for effective and visionary leadership. ultimately, this is a critical aid in improving both productivity and psychological wellbeing in the workplace. ••• Leh is currently conducting research in project leadership and emotional intelligence, and the correlation to project ‘success’. If you are interested in information about this area email Leh at email@example.com .au career centre • EmoTional compETEncE framEWorK Building on the work of Salovey and Mayer, Daniel Goleman proposed the following five aspects of the Emotional Competence Framework. 1 self-awareness Knowing one’s internal states, preferences, resources and intuitions 2 self-regulation Managing one’s internal states, impulses and resources 3 motivation Emotional tendencies that guide or facilitate reaching goals 4Empathy Awareness of others’ feelings, needs and concerns 5 social skills Adeptness at inducing desirable responses in others 6 Team capabilities Creating group synergy in pursuing collective goals EQ VErsus iQ Research has indicated that IQ itself is not an accurate predictor of success. People with a very high IQ can fail dismally in their work or personal life, just as people with below-average academic marks can be amazing successes. It suggests that a range of qualities, defined broadly as emotional intelligence (EQ), is far more important in the workplace than cognitive abilities or specific technical skills. Proponents of EQ such as leadership consultant Christine Casper considers EQ twice as important as IQ, technical experience and education when it comes to being an effective leader. They suggest “that when you have a good EQ you can use your IQ to make more effective rational choices”.
Project Manager Feb March 2012
Project Manager June July 2012