The History Of Emotional Intelligence

Published Date: 02 Nov 2017

Objective of this paper

The objective of this paper is to describe my recent organizational problem and implement either the Four Frames approach or Situational Leadership theory to improve it. In the end I will draw the conclusions from there.

Introduction

In a world of increasing complexity, effective leaders must strive to understand their multifaceted organizations. This includes understanding organizations from several perspectives.

These perspectives include an appreciation of the extraordinary influence of human dynamics, and the importance of using structures within the organization to promote the vision and mission of the organization.

Further, a multi-perspective view of organizations includes an awareness of the importance of enhancing culture within work environments. Not insignificant, is an understanding of the artful use of politics to increase our influence.

I worked for my recent mission at "Société Générale – Retail Banking", and I had a chance to be a part of the convergence project.

The convergence project was created to merge 3 disparate Information Technology (IT): SG- Societé Générale – Retail Banking and CDN- Crédit du Nord – Retail Banking).

The results of the project will be measured in terms of the reduction in costs and the rationalization of overlapping organizations and processes. From the IT perspective, the response to business integration has traditionally focused on consolidating data and applications.

The purpose of the consolidation contract was to improve customer satisfaction, streamline Information Technology’s services contracting approach, and gain synergies by implementing common support paradigms.

The contract was awarded to Accenture a global management consulting, technology services and outsourcing company, and a large percentage of the work was, in turn, subcontracted to small businesses.

Description of situation

Shortly after Accenture began operations, a government entity entered into a large change process within their organization. Not surprisingly, large, sudden changes frequently meet with considerable resistance and a multitude of unhappy, disgruntled employees.

While the responsibility for managing the IT systems will move to SG, initially the SG and CDN IT systems were in physically separate locations, leading to problems in managing the new cross-site claims and policy solutions.

Isabelle LOTFI was reflected to the "development support" department. Isabelle worked in another department at SG; she knows well the work environment by the SG against it had no information on the working environment of CDN. She had taken over a team with a reputation for good performance.

The previous manager had accepted a promotion and several other members had left the team at the same time from the two locations, especially unhappy members who didn’t support the sudden changes.

Isabelle had been able to participate in the hiring decisions of the new member of her team. While she was happy with her new position and with the new hires, she knew she was short on experience.

Nevertheless, when she accepted the promotion she was very excited about working with the members of her new team. She thought of them as motivated and capable people. Because they seemed supportive of her promotion she did not anticipate what she was experiencing now.

She divided her time between the two sites, she was required to control the processes and information flows of the support activity in both SG and CDN. At the same time she had to participate in project steering committee and take into account the different decisions takes and also define the scope of business support in the target solution.

Her team put the willingness to respond to her leadership. However, a short time after she was feeling more and more overwhelmed by all the responsibilities and details she had to manage.

She expected members to enhance and undertake a greater part of the workload. When they did not she became seriously disappointed with their performance. Isabelle began to doubt her initial radiant assessment.

At the advice of the government entity, Isabelle had begun to measure her employee’s level of motivation and commitment to the goals. She sat down separately with each of her team members and asked a series of questions to understand their perspective of the team’s functioning.

The majority of the team members were incapable to define exactly their role and activities, only the senior member gives her a precise answer from what she asked for.

All team members seemed to approve the decisions taken by Isabelle, but these decisions were generally incoherent and inaccurate due to the lack of information collected and by the lack of commitment of her team.

Isabelle noticed that despite the skills of her team, all members acknowledged that there was way too little initiative to get the work done, and this attitude decreased the outcome of the team almost daily.

As long as some of the team members had the "no care" attitude, the senior member appeared to take more responsibilities in order to fill the gaps and improved the outcome of the team.

The complaints of the team gravitated around two points; the first was reported by the newer team members on the fact that she was critical on him without first stating what she expected. The second that she was not keeping

The principal complaint of the team was reported by the newer team members on the fact that she was critical on them without first stating what she expected from them.

Assessment

Isabelle had a strong orientation to teamwork; she structured her programs and services around teams. Teams include members with requisite, diverse attributes, and skill sets.

Teams are committed to building effective working relationships and holding each other collectively accountable for results. Commitment to goals is reflected through ongoing assessment of outcome measures.

Bolman and Deal point out that team take on different forms and need different leadership depending on the tasks facing them at the time, and that team members need different styles of leadership at different developmental stages.

According to Bolman and Deal, there is no one best way to organize and structure a team. Striking the proper balance between tight controls and flexible structures is critical. This balance must be reflected in the understanding line staff have of their roles and responsibilities.

Experienced members, responsible staff became complainers when they expected things to work as well with new leadership and new staff as they had months before on a veteran team with clear lines of communication and well-practiced procedures.

The main problem in Isabelle’s case show how a change in leadership has caused a successful "support department" to be deemed unsatisfactory by the government entity. Isabelle was confronted with a lack of clarity about goals and responsibilities.

Isabelle knew that her team members really had the potential when she accepted the opportunity to lead them. They just needed to understand how to show her.

Isabelle had begun to do what happens repeatedly in organizations. She began to label new staff that was unclear about their role and responsibilities as unmotivated or under performers.

Plan of action

The seminar on Team Building and Leadership taught me two different approaches of solving the problems. Four Frames Approach and Situational Leadership Theory are tools if used appropriately can help solve most of the professional and personal problems.

Before this class I didn’t even know if such type of tools existed. I am choosing Situational Leadership Theory for approaching Isabelle’s case. I am trying to understand strengths and weaknesses of Isabelle leadership style.

Situational Leadership suggests that leaders can work in any situation by adapting their behavior accordingly. Leaders should exhibit different behavior as per the situation and it should match the developmental level of the team performing a specific task.

Different situations called for different kinds or styles of leadership. Situational Leadership defines four leadership behaviors:

S1 (high-directive but low-supportive) : Directing Leaders

S2 (high-directive and high-supportive) : Coaching Leaders

S3 (low-directive but high supportive) : Supporting Leaders

S4 (low-directive and low-supportive) : Delegating Leaders

Situational Leadership defines equally 4 development levels of the follower:

D1 (low-competence but high-commitment) : Followers are unable and unwilling or insecure

D2 (moderate-competence but low-commitment) : Followers are unable but will or confident

D3 (moderate-competence but no commitment) : Followers are able but unwilling or insecure

D4 (high-competence and high-commitment) : Followers are able and will or confident.

Isabelle’s team was unclear about its mission and goals and members did not understand who was responsible for what. As this situation continued it inevitably led to conflicts between members.

Members actually desired increased accountability but were defensive about comments that seemed to suggest their motivation was the issue. When team performance is negatively impacted by structural problems a range of interventions may be useful.

Isabelle had to use the four leadership styles and adapt her style to each category of her team member, physically located in two different sites as noted earlier.

She defined four different categories:

"New" team members

"Overwhelmed" team members

"Performer" team members

"Self-Reliant Achiever" team members

Isabelle and "new" team members

This is a D1 team ("Enthusiastic Beginner) that needs an S1 ("Directing") leader. They are enthusiastic but not competent.

Isabelle had to provide direction and information, and develop the skills of the team; she defined the responsibilities of the team, presented an overview of the design process they are going to use, directed the work of the team in developing the new project, and closely monitored progress in implementing the project.

As the new team member develops competence the leader can adjust her style toward the S2 style of "coaching."

Isabelle and "overwhelmed" team members

This is a D2 team ("Disillusioned Learner") that is learning the task, but needs the leader’s support.

They are overwhelmed, which is natural as they learn the scope of the work. This calls for an S2 ("Coaching") leadership style that is concerned with continuing task accomplishment, while developing the ability of the team to work effectively together.

Isabelle facilitated the planning and implementation of the team’s work and developed the ability of team members to work together.

Isabelle and "Performer" team members

This is a D3 group ("Capable but Cautious, Performer"), but with the addition of new projects and team members they are now a D2 team ("Disillusioned Learner") that needs direction and support from the leader (S2 "Coaching").

With the Isabelle’s assistance the team can move quickly to D3 because they have demonstrated that they can learn and do their tasks effectively, and function well together.

Isabelle guided the team in creating the new projects, incorporated the ideas and suggestions of team members, encouraged effective teamwork, and took time to introduce the new team members.

Isabelle and "Self-Reliant Achiever" team members

This is a D4 team ("Self-Reliant Achiever") and the leader’s style has been S4 ("Delegating"). They have shown that they can do the current work and function effectively as a team.

Isabelle respected them as "Self-Reliant Achievers" and delegated them full responsibility, while being of assistance as needed.

Isabelle was not used at the beginning to change the leadership style for each category of his team but with daily practice, changing her style has become a routine.

Generally, leaders should begin by assessing the clarity of mission and goals. If the basic purpose of the team is unclear to members or stakeholders, then there is little way to determine what structural change will help.

Organizational or team structure is designed to support mission, to help enable members to achieve their collective purpose in the most effective and efficient manner possible.

In Isabelle’s case, she began by meeting with her team to develop a mission statement and clearly defined goals to achieve that mission. Once the team was clear what needed to be done, they organized their effort by deciding who would do what.

Isabelle chose to use a role clarification exercise to help the team effectively assign tasks, roles, accountability, and leadership. Roles included responsibility for important team tasks, as well as contributing to effective team processes.

She used also the interdependency tasks in order to improve cooperation among members.

Consequently, as teams develop, members are typically granted more autonomy and flexibility. The trade-off is that members assume more ownership for team performance.

Conclusion

Team building is an important tool for enhancing management performance, but it is most effective when it addresses the impact of the team on the productivity of the organization, and focuses on the underlying causes, rather than the symptoms or aggravating factors.

Isabelle’s case essentially expanded my situated leadership style to expand my domain of leadership to include follower styles and desired outcomes in my change initiative.

Notably, the leadership difference involves applying one's leadership style to a given context and situation. This difference requires flexibility to adjust my strategy and when to adopt other behaviors for followers who demonstrate resistance or fall outside of my leadership style.

I feel more mindful and aware of the situated in systemic interplay as leader-follower dynamics. This mindfulness and awareness will better help me to contribute a tactical advantage to teams and a beneficial return for organizations.

Final Assignment – PART B

Objective of this paper

The objective of this paper is a self assessment on each of the four major topics reviewed in detail in class: Emotional Intelligence, The Four Frames, the Situational leadership and Teambuilding Skills.

Self Assessment Paper

In all industries and work environments some self-awareness of how one’s own personality affects those around us is invaluable. In my professional career, I have come across many different types of people, with different personalities, resulting in different communication skills and habits.

I began the three days of beautiful journey on Team Building and Leadership seminar with great enthusiasm. The main objectives were to learn about myself and my strengths, my growing edge and about each other so we can work together as a high performance Team.

The seminar made me realize that I should focus on building my strengths rather than fixing my weaknesses. In this assignment paper I am going to assess myself on the four main topics of seminar:

Emotional Intelligence:

Emotional Intelligence (EI) is a type of social intelligence which involves the ability to monitor one's own and others' emotions, to discriminate among them, and to use the information to guide one's thinking and actions.

Emotional Intelligence is divided into four different domains of Intelligence: Self Awareness, Self Management, Social Awareness and Social Skills, within 19 competencies.

With the help of EI Self Assessment questionnaire (pg 21-22 of the booklet) I interpreted that I have the good capacity to manage my emotions and feelings but I lacked in self motivation. I am good in sharing the problems of anyone but I am afraid of taking the risks.

The seminar helped me realize my capabilities and self confidence. It prepared me to react efficiently in pressure situations and to be flexible in handling changes.

In the movie ‘A Beautiful Mind’, Jennifer Connelly with her self believe and confidence taught me that we should not be afraid of taking initiatives and risks.

We should realize that while mistakes may cause pain, they also provide an excellent opportunity for growth. Out of every disaster comes the chance to be reborn.

The Four Frames:

Organizational issues are often the most difficult part of managing projects. Taking the time to analyze an organization can help identify, understand, and solve potential problems.

A manager needs a wide range of ways of seeing – frames. Frame and reframe the issues can lead a manager to gain clarity, generate new options, find strategies that work and increased insight or better decision making.

Bolman and Deal have synthesized organizational theory into a useful set of frames or lenses through which we can better understand the complex organizations within which we work, and the challenges we currently face.

There are four distinctive "frames" of Leadership: Structure Frame (the factory with leadership as social architecture); Human Resource Frame (the family with leadership of empowerment); Political Frame (the jungle with leadership of advocacy) and Symbolic Frame (the theatre with leadership of inspiration).

The RFK High School case presents the problem facing a newly appointed high school principal; it raises issues about interpersonal and group behavior including lack of open conflict resolution and the need to intervene in an interpersonal conflict.

Also raises the issue of intergroup conflict between headmasters and department chairmen, as well as value questions concerning the need for discipline and innovation. The RFK HS case discusses several structural questions concerning the existing "house system" organization.

The situation of the school demands the application of each and every frame to improve problems. Even David King at the end of the day structured everything into four frames.

With the help of questionnaire on Leadership Orientations (pages 25-26 of the booklet), I recognized that I belong to Human Resource Frame (HR). I am a good listener and my strongest point is interpersonal skills. I am concerned about people and share their feelings. I care and support others and try to keep everyone involved.

Situational leadership:

Leaders are essentially people who know their goals and have the power to influence the thoughts and actions of others to garner their support and cooperation to achieve these goals.

The Situational Leadership is a powerful, yet flexible tool that enables leaders to diagnose the variables of any given situation and adapt their management styles to the behavioral needs of the individual or group they are trying to influence.

Leaders must first identify their most important tasks or priorities. Second, leaders must consider the readiness level of their followers by analyzing the group’s ability and willingness.

Depending on the level of these variables, leaders must apply the most appropriate leadership style to fit the given situation. The four different types of situational leadership are: Directing, Coaching, Supporting and Delegating.

The developmental level of follower is an important indication for a leader to decide the most appropriate leadership style for them: D1 (Low Competence, High Commitment), D2 (Some Competence, Low Commitment), D3 (High Competence, Variable Commitment) and D4 (High Competence, High Commitment).

The case studies and the questionnaire which we responded in the seminar affirmed me that I have D3 developmental level and I have S3 leadership skills. I knew that I am able of performing any task but at the same time I am questionable of my own capacities.

The seminar made me improve my communication and become a more trusted and credible leader. It helps me to Increase my effectiveness in setting goals, providing clear direction, listening, observing, monitoring performance and giving feedback.

Teambuilding Skills:

Team building skills are critical for the effectiveness of a manager or entrepreneur. Understanding of team work can make us a more effective and give us an extra edge in our corporate office.

A team building success is when your team can accomplish something much bigger and work more effectively than a group of the same individuals working on their own. You have a strong synergy of individual contributions. But there are two critical factors in building a high performance team.

The first factor in team effectiveness is the diversity of skills and personalities. When people use their strengths in full, but can compensate for each other's weaknesses. When different personality types balance and complement each other.

The other critical element of team work success is that all the team efforts are directed towards the same clear goals, the team goals. This relies heavily on good communication in the team and the harmony in member relationships.

At work I collaborate with all my team members, so that our outcome fit into the grand scheme of things in the organization. I learned, from the game which we played last day, that to accomplish a goal we always have to work in accordance with a plan.

After the group discussion and feedback, I noticed that everyone was equally focused to win. I realized that I was contributing actively in the team and I was source of proposal for the team.

Conclusions

At the end of the Team Building and Leadership seminar, I was surprised and delighted to discover the ways in which my unique gifts, talents and visions have been empowered and freed-up. I enjoyed the portrait of David King played by my class mates and that of Chauncey played by Bob.

I really appreciated the videos shown during the seminar which reflected different position of leadership and team building: 'A Beautiful Mind', "Gustavo DUDAMEL", and especially one where Mo Cheeks helped Natalie GILBERT to sing the national anthem.

It was an unforgettable and lifetime experience for me. The seminar changed my vision toward many things. My warm regards and thanks to Professor Bob Marx and his assistant Jane Campbell.