Self-regulation and Self-awareness Principles

The primary objective of this task is to outline the importance of the emotional intelligence of the employees. The paper also explains whether how to develop emotional intelligence among the workers.

Emotional intelligence may be defined as a capability of a person or individual to handle and control his or her emotions and posses the ability to control the emotions of others as well. The principles of self regulations have been detailed below (Coetzee and Harry, 2014).

• Self regulation serves as the formation for lifelong functioning.
• It is the act or action of handling emotion and cognition.
• A combination of individual and external factors that influence the self regulation.
• Teachers, providers, parents and caregivers can teach self regulation.
• Pronounced stress and adversity such as poverty and trauma experiences can disrupt the self regulation.
• The self regulation develops over an extended period from the birth through young adulthood.

The principles of self awareness have been detailed below.

• Accept resistance
• Commit to thinking about what people think
• Stop needing to be right
• The inner critic
• Taking responsibility
• Internal barriers.

There is a close relationship between emotionally effective leaders and their ability to inspire workers to attain business objectives. Firstly, this is necessary for the leaders to recognize emotional and self awareness as they happen. It is vital skill for the leaders to attain goals and objectives. Apart from this, it also provides ability to leaders to stay aware of their feelings. Leaders with emotional intelligence are well tuned to the emotions of the others. All these things help the leaders to meet the goals and targets.

There are various ways through which people can communicate with a diverse workforce which has varying cultural expressions by taking into display rules. Training and development coaching and learning can be provided to communicate with a diverse labor force in the different countries. Apart from this, it is the obligation of people not only understands the country’s ethos but also evaluate the culture of different nations (Crowne, 2013). The three different examples of the different ways emotions are displayed in other cultures and their impacts have been detailed below.

• The emotions are displayed in the different nations by organizing seminars, sessions and training to help the workers converting weaknesses intro strength.
• Secondly, leader with excellent communication skills are more likely to influence their workers and way of work.
• Apart from this, leaders with emotional intelligence use their strength and ability to create a favorable workplace to keep appropriate workers and maximize outputs.

If the leaders display their emotions in other cultures then it will help in increasing and enhancing the profitability of the company. Apart from this, it also helps in maintaining proper communication in the workplace (Kline, 2013).

4

It has been found that emotional intelligence plays a significant role in the workplace to develop reciprocal relationship at the workplace. The emotional intelligence also helps in motivating the workers at the workplace. It can also reduce stress and conflict of the workers. It also helps individuals to communicate effectively, reduce their stress and anxiety and improve relationships. Emotional intelligence emphasizes others to perform roles and responsibilities effectively (Ang and Van Dyne, 2015).

1 

My strengths and weaknesses include the following:

Strengths

• Strategic thinking
• Inspiring
• Visionary
• Creative
• Learning
• Focused
• Open minded

Weaknesses

• Disorganized
• Self critical
• competitive
• Lack of focus
• Not excellent skills for delegating tasks and authorities.
• Not too much detail oriented

The personal causes at the workplace include feeling of fear, feeling of losing control, racing thoughts, and feeling of anger, depression and sleep issues. Apart from this, individual differences also create stress and anxiety at the workplace. Conflict and dispute at the workplace also create tensions and confusion at the workplace. Non work related issues also have direct impact on the performance and efficiency of the workers. All these things can be managed and controlled effectively and efficiently. The people should ignore unnecessary issues and conflicts and they should maintain a favorable working environment at the workplace. The top management should make strong relationship with employees so that they feel happy in the workplace. Rewards and incentives shall be provided to them to handle these challenges and issues.

Relationship between Emotionally Effective Leaders and Workers’ Performance

The emotional triggers are response to a person, event, situation, event, dialogue, reading and firm that provokes a strong and effective emotional reaction. Generally we are not self aware when we are triggered and fall into reacting prior to sifting through our strong emotional response. To manage the emotional triggers, the people should firstly identify and analyze the emotional triggers. Along with this, people need to accept responsibility for reactions. Furthermore, people need to recognize and identify that people are having an emotional reaction as soon as it begins to appear in the body.

It has been found that leaders are made not born. Role model is the person who can inspire and motivate other persons. Honesty, integrity, trustworthiness, fairness, consistency, dependability, confidence, organization, approachability, stability and pragmatism are the characteristics of role model. Being a role model, I will motivate the workers and encourage the employees for doing work effectively and efficiently. I will guide and assist the employees at the workplace for performing roles and responsibilities effectively. I will develop confidence, trust, moral, loyalty and zeal among the workers in the workplace. Role model also teaches how to deal with emotional intelligence and conflicts at the workplace (Castillo et al, 2013).

Yes, I am open to feedback from others in relation to emotional intelligence. There are four ways to receive and use the feedback in the workplace that has been detailed below.

• Defensive (low openness/low confidence)
• Dispirited (High openness/ low confidence)
• Dismissive (low openness/high confidence)
• Open (High openness/high confidence)

It has been found that receiving feedback can produce a wide variety of emotions in the workplace. Apart from this, receiving feedback is an emotionally intelligent way that is essential for us to have a positive and favorable attitude towards it.

It is noted that reflections represent our intentional choice to understand and review what people say, what people do, and how people react with those around people. Ultimately, it is about self awareness and self development. Self reflection increases our awareness capabilities. It is an effective and conscious choice to think about ourselves and others. It is taking time to capture the thoughts and ideas at the end of the day. It has been noted that self awareness increases and enhances the emotional intelligence of the people. The self reflection is the ability to manage emotions and impulses and adopt the changing circumstances in the workplace. The self reflection factors include demand, ability, irreplaceability, focus, connection and authority (Kaur, Sambasivan and Kumar, 2013).

Extremely angry: If a person is getting extremely angry then I will identify the reason of irritation. It will also listen the grievances and complaints of the workers to remove their issues and irritation. 

Communicating with a Diverse Workforce

Extremely stressed: If an employee is taking stress then I will find out causes of the stress in the workplace that are affecting their performance. To avoid and reduce the stress of the employees, the leaders need to provide safe and secure working environment to dissatisfy employee in the workplace. The best way to ward off stress from the workplace is to show that employer care the employee (Fabio et al, 2013).

Extremely upset: I will make strong and reciprocal relationship with employees to understand and analyze their issues and conflicts in the workplace.

It has been found that a person should keep enough knowledge about the cultural expressions of the emotions. By using this knowledge, we can get to know about the culture of the different nations. Along with this, the people should have the ability to express the culture and expressions. The knowledge plays a vital role to analyze and identify the culture and emotions of the people. By using this knowledge, the people can easily learn the languages and customs of the different countries.

It is noted that leadership plays a vital and empirical role to assist and guide the employees in the workplace. No company can survive and grow its business activities and operations without using the leadership styles at the workplace. I will use democratic leadership style to include the employees in decision making process. It will help in inspiring the workers to perform roles and responsibilities effectively and efficiently (Coetzee and Harry, 2014).

It is noted that there are various factors of emotions include thoughts, ideas, opinion, feelings and behavior. All these factors help in making unique and effective decisions in the workplace. If the employees maintain positive emotions then positive decisions would be taken by the employees in the workplace. It is noted that emotions and feelings cannot be extracted from the human mind. The cognitive, social and environmental factors interact with emotions thus, it help in reducing risks and challenges of the business.

I will focus on the performance and productivity of the workers and along with this; I will maintain a favorable relationship with them to express their feelings and emotions. Besides this, I will provide growth opportunities to the employees for expressing their emotions and feelings. I will guide the employees to control their emotions and feelings.

It is noted that emotionally aware leaders and managers build and develop engagement with workers. If people are aware emotional state then it will help to live happy life. Relationship management helps the employees to aware their behaviors and emotions in the workplace. Social awareness also helps in making aware the employees behaviors and emotions. I will encourage the workers to manage their emotions and behaviors. Some seminars and programs would be conducted to encourage the employees to manage their emotions (Schlaerth, Ensari and Christian, 2013).

Using Emotional Intelligence to Manage Stress and Conflict

To develop the emotional intelligence, people need to reduce and prevent negative emotions. They should manage the stress and anxiety to control the emotional intelligence. Self awareness is also helps in developing the emotional intelligence. The people should acknowledge emotional triggers and they should empathy in the workplace. The social skills also help in developing emotional intelligence (De Clercq et al, 2014).

To create positive emotional climate, the people should focus on the employee engagement and development. The managers and leaders should listen ideas, thoughts and opinion of the employees in the workplace. The top management should develop and build trust and loyalty among the team members to create positive and favorable emotional climate at the workplace (Murphy, 2014).

The top management and leaders can identify the strengths of the employees to attain workers outcomes. The performance management system shall be maintained in the organization to identify the skills, knowledge and capabilities of the workers. Along with this, seminars, sessions and programs shall be held to identify the employee’s strengths to maximize their outcomes and results (Carson, Carson and Birkenmeier, 2016).

Conclusion 

It has been briefly analyzed from the mentioned limelight event that emotional intelligence plays a significant role to attain goals and objectives. The paper explains the significance and roles of the emotional intelligence.

References 

Ang, S. and Van Dyne, L., 2015. Conceptualization of cultural intelligence: Definition, distinctiveness, and nomological network. In Handbook of cultural intelligence (pp. 21-33). Routledge.

Carson, K.D., Carson, P.P. and Birkenmeier, B.J., 2016. Measuring emotional intelligence: Development and validation of an instrument. Journal of Behavioral and applied Management, 2(1).

Castillo, R., Salguero, J.M., Fernández-Berrocal, P. and Balluerka, N., 2013. Effects of an emotional intelligence intervention on aggression and empathy among adolescents. Journal of adolescence, 36(5), pp.883-892.

Coetzee, M. and Harry, N., 2014. Emotional intelligence as a predictor of employees’ career adaptability. Journal of Vocational Behavior, 84(1), pp.90-97.

Coetzee, M. and Harry, N., 2014. Emotional intelligence as a predictor of employees’ career adaptability. Journal of Vocational Behavior, 84(1), pp.90-97.

Crowne, K.A., 2013. Cultural exposure, emotional intelligence, and cultural intelligence: An exploratory study. International Journal of Cross Cultural Management, 13(1), pp.5-22.

De Clercq, D., Bouckenooghe, D., Raja, U. and Matsyborska, G., 2014. Unpacking the goal congruence–organizational deviance relationship: The roles of work engagement and emotional intelligence. Journal of Business Ethics, 124(4), pp.695-711.

Fabio, A.D., Palazzeschi, L., Asulin-Peretz, L. and Gati, I., 2013. Career indecision versus indecisiveness: Associations with personality traits and emotional intelligence. Journal of Career Assessment, 21(1), pp.42-56.

Kaur, D., Sambasivan, M. and Kumar, N., 2013. Effect of spiritual intelligence, emotional intelligence, psychological ownership and burnout on caring behaviour of nurses: A cross?sectional study. Journal of clinical nursing, 22(21-22), pp.3192-3202.

Kline, P., 2013. Handbook of psychological testing. Routledge.

Murphy, K.R., 2014. A critique of emotional intelligence: what are the problems and how can they be fixed?. Psychology Press.

Schlaerth, A., Ensari, N. and Christian, J., 2013. A meta-analytical review of the relationship between emotional intelligence and leaders’ constructive conflict management. Group Processes & Intergroup Relations, 16(1), pp.126-136.