SPECIAL ORIENTATION FORADMINISTRATORS/ ACADEMICS
EQ FOR TRANSFORMATION LEADERSHIP For Assumption University 30 April-1 May, 2003
President Dr. Bancha Saenghiran at the openin ceremony on April 30.
A working session during the Special Orientation.
A photo session at the end of the Special Orientation.
The President, V.P. and senior academics at the orientation session.
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Excepts from literature provided by Professor Leonard M S Yong, Ph.D., Originator & Author of The Leonard Personality Inventory, Educational Psychologist, Specialist in Creative Thinking & the Creative Personality,
Corporate leaders and outstanding entrepreneurs are not defined by their IQ's or even their job skills, but by their "Emotional Intelligence" set of competencies that distinguishes how people manage feelings, interact and communicate. Unlike IQ, Emotional Intelligence (EQ) continues to develop with life experiences. Understanding and raising your Emotional Intelligence are essential to your success and leadership potential. EQ is the barometer of excellence on virtually anyjob.
What is Emotional Intelligence?
It is the ability to sense, understand and effectively apply the power and acumen of emotions as a source ofhuman energy, information and influence. Emotional Intelligence (EQ) emerges not merely from intellectual rationalization, but from the workings of the human heart. EQ requires that we learn to acknowledge and value feelings in ourselves and others - that we appropriately respond to them, effectively applying the information and energy of emotions in our daily life and work. It is Emotional Intelligence that motivates us to pursue our unique potential and purpose, and activates our innermost values and aspirations, transforming them from things we think about to what we live for.
Emotional Intelligence has basic components such as:
- Self-Awareness which is the ability of an individual to recognize and understand one's moods, emotions and drives as well as their impact on others.
- Self-Regulation or the ability to control or redirect impulses and moods as well as the ability to suspend judgment so as to think before acting.
- Empathy or the ability to understand the emotional makeup of other people and skill in responding
according to their emotional reactions.
- Interpersonal skills which indicate the individual's proficiency in managing relationships and building networks. Interpersonal skills also involve the ability to find common ground and build rapport.
EQ in the workplace
EQ helps us understand how and why we react and respond to certain events in the organization. It also helps us to appreciate that our daily encounters are shaped not just by our rational judgment and our personal history but are largely influenced by our perceptions and expectations.
EQ styles play a very important role in daily workplace interactions such as:
- How we respond to criticisms
- How we deal with diversity
- How tolerant we are with certain behaviors or situations
- How we motivate ourselves and others
EQ Success Factors for Individual & Corporate Transformation
The high EQ individual demonstrates abilities to pursue goals with vision, perseverance and energy. Research has indicated that the following emotional competencies contribute significantly to predict success at work.
- Self-Awareness
- Emotional Resilience
- Decisiveness
- Interpersonal Sensitivity
- Influencing and Persuasion abilities
- Conscientiousness and In tegrity
- Motivation
Leadership Case Studies Leadership Case Study #1
Your department has been performing financially, and several key managers have left to take positions at other firms. Because you are the most experienced manager, your company president has asked you to chair a committee to develop a plan for cutting costs. Since most key managers are already gone, all your committee members are relatively new and low-ranking employees. You've asked committee members to contribute ideas, but they make vague suggestions and avoid making decisions.
Your best course of action is:
- Give committee members time to work the problems out for themselves.
- Ask the group for ideas, then set objectives and supervise closely to insure the objectives are met.
- Outline strategies and goals and show the committee how to achieve them.
- Act as a facilitator. Give encouragement, but allow group members to interact and set their goals and strategies.
Leadership Case Study #2
Your group has consistently won awards for high-quality, on-time performance. Several of the best and most talented employees in your firms are part of your group. Recently, you introduced some new procedure, and you've noticed that performance is slipping and absenteeism is creeping up. You're still doing okay, but you're no longer at the very top of company rankings. Your best course of action is:
- Give group members time to work the problems out for them selves.
- Ask the group for ideas, then set objectives and supervise closely to insure the objectives are met.
- Outline strategies and goals and show the group how to achieve them.
- Act as a facilitator. Give encouragement, but allow group members to interact and set their goals and strategies.
Leadership Case Study #3
You've been given a group of brilliant, young science and liberal arts students-the top graduates of leading universities from around the world. It's your job to create a new computer and video-based science curriculum for high schools. Not only will students be able to read about any topic they wish, they will also be able see animated demonstrations and video tape displays instantaneously.
Your best course of action is:
- Give group members time to work the problems out for them selves.
- Ask the group for ideas, then set objectives and supervise closely to insure the objectives are met.
- Outline strategies and goals and show the group how to achieve them.
- Act as a facilitator, give encouragement, but allow group members to interact and set their goals and strategies.
Leadership Case Study #5
Your department has been performing financially, and several key mangers have left to take positions at other firms. Because you are the most experienced manage, you company president has asked you to chair a committee to develop apian for cutting costs since most key managers are already gone, all your committee members are relatively new and low-ranking employees. You've asked committee members to contribute ideas, but they make vague suggestions and avoid making decisions.
Your best course of action is:
- Give committee members time to work the problems out for themselves.
- Ask the group for ideas, then set objectives and supervise closely to insure the objectives are met.
- Outline strategies and goals and show the committee how to achieve them.
- Act as a facilitator. Give encouragement, but allow group members to interact and set their goals and strategies.
The LPI Personality Profiles At a Glance Openness: Juliana the Creative Imaginator
Strengths
- likes to try original approaches
- enjoys artistic activities
- not bothered by what other think about my way of soving prob lems
- likes novelty in apporoaching situations
- versatile
- adaptable to new situations
- likes to try different things
- does not like traditional ways of doing things
- is creative
- likes to be different from other
- is known for coming up with new and extraordinary ideas
- appreciative of beauty
- tends to be curiou
- does not accept the usual wayof doing things
- has a strong imagination
- is inventive
- tends to try nw things
- always find own ways of doing things
- is flexible in solving prob lems
- tends to do things which others consider unusual
Potential weaknesses
- finds working in teams too much of a bother
- tends to argue with others
- breaks rules
- easily bored, constantly de siring to do new things
- tends to be impulsive
- finds others' ideas too shallow and unimaginative
- is perceived by others as strange and too individualistic
- easily misunderstood by others
- inclined to be too inquisitive
- may day-dream a lot.
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