Emotional Intelligence Part 2

Have just re-visited some videos on emotional intelligence:

The Art of Managing Emotions

You would find some of my previous posts on Emotional Intelligence: here and here.

Whilst emotional intelligence is critical to success in managing emotions in personal life, managing customer service and organisation leadership, I think we need more empirical evidence and researches to support those claims relating to Emotional Intelligence and its impact on individuals and organisation.

Refer to this presentation by Peter Salovey on Emotional Intelligence.

Some papers on Emotional Intelligence (EI): here on EI and here on the measurement of EI.

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Emotional Intelligence and Innovating Learning

How important is emotional intelligence (EI) in teaching and learning?  Emotional Intelligence will be introduced into trainee teacher education, and that teachers would be tested on their EI in their course of study.  Do we need emotional intelligence tests for teachers?

I think emotional intelligence is important to our daily life.  Not only educators would require certain forms of “training” and development in EI, it seems that learners would need them too.  How and what sort of “training” and development programs on Emotional Intelligence would be helpful and supportive for educators and professors?

Our society seems to focus a lot on the training and education of new teachers.  How would teachers learn best in Emotional Intelligence.  Here are my posts: (1)(2)(3) on emotional intelligence.

How to foster Emotional Intelligence? (Innovating Learning – Creative Classroom CCR P17)

Emotional intelligence should be valued in CCR as it is a key factor for creative learning. It can be fostered through a variety of activities that aim to help learners recognise and manage emotions, form positive relationships, and successfully handle the demands of growing up in a complex and constantly changing world.

There are now courses offered on Emotional Intelligence including this one on Coursera.

I think the best way to learn about Emotional Intelligence would be action learning, where EI is used for personal reflection, together with research and practice at work (in creative classroom), where educators (professors, leaders etc.) and learners could learn from each others.  Have we forgotten that every one of us is a learner, including the directors, CEO, managers, professors, teachers and learners within institutions, and in social and learning networks?

Training the new teachers on EI alone would not improve the overall “QUALITY” of education and learning, just like quality cannot be designed by the Quality Manager only.  I think EI needs to be more thoroughly researched, theorized, practiced, and reflected, before it is “forced” through human’s minds.  EI itself is not a panacea to all problems of education.  Educators and learners should realize that EI could help them in overcoming obstacles and building resilience in their learning journey.  However, we shouldn’t be “testing” EI in order to ensure compliance with regulations, in order to screen the “good” teacher from “unsuitable” teacher.  Rather, we should think of encouraging teachers to develop their creative thinking and learning capacity, critical thinking capability, and problem solving ability, with their EI so as to support and improve the education system – by leading, coaching and mentoring their leaders, supporters, peers and learners.

In summary, we could develop EI in our course of learning. EI should be viewed as a strategic affordance that would help leaders, educators and learners in recognising and managing emotions, forming positive relationships, overcoming obstacles and building resilience in their learning journey, resulting in their abilities in solving problems and making decisions.  We should be encouraging all educators (professors, teachers, administrators) and learners to co-develop and co-learn with their colleagues and learners, in order to improve overall QUALITY of education and learning.

#Change11 #CCK12 Emotional Intelligence and Leadership

What is emotional intelligence? How does emotional intelligence influence our relationship with others?

In this post on emotional intelligence:

“The report’s findings seem to confirm some commonly held presumptions. While there is no significant difference between men and women in overall scores, men have a more critical mindset with higher self-regard and lower regard for others.

In contrast, women tend to have a more submissive mindset with lower self-regard and with higher regard for others. Emotional intelligence improves with age, as we develop a more balanced outlook and become less dependent on, but more trusting of, others.”

Picture source: Google image

I have reflected on emotional intelligence here, here and here.

That also explains why some people lead, while others follow, and why it matters – based on Evolutionary Leadership Theory.

Leadership in modern organizations differs in critical respects from the leadership in the EEA. Examples include:

  • Physical and biological factors such as sex and stature still play an important role in the selection of leaders (managers are usually male and taller, on average, than subordinates) which may not be functional in modern organizations.

Why are physical and biological factors playing such an important role?  Would it be related to the security and power normally associated with people? Most tribes and kingdoms were headed by males as figureheads, and were appointed based on their abilities to bond the tribal members together, especially when at war with other tribes, or in crisis situation.

  • Leaders no longer emerge from the group bottom up but they are usually assigned top down.

This is typical in a modernized capitalist system, where the authority and power are vested from a top-down hierarchy.  Has there been much changes to such assignments throughout the centuries?  

  • Nowadays leaders have a lot more power over group members.

This sounds true in most institutions and business organisations.  In a group setting, leaders would normally be vested with more power. So, does it mean that leaders should remain as “powerful” ones to be effective?

  • Modern forms of organization limit the STOP correcting mechanisms (eg criticism and disobedience are often not an option).

Criticism and disobedience are often not an option, so true.   I think this is reflective in most organization’s policy, rules and procedures, to ensure compliance and conformance to the set standards and practice.  So leadership does involve constraints, intervention, and discipline at work and in the community.