ASSESSMENT SUMMARY / COVER SHEET
| This form is to be completed by the assessor and used as a final record of student competency. All student submissions including any associated checklists are to be attached to this cover sheet before placing on the students file. Student results are not to be entered onto the Student Management Database unless all relevant paperwork is completed and attached to this form. |
| Student Name: | |||
| Student ID No: | Completion Date: |
| Unit Code & Title: | BSBLDR501 Develop and use emotional intelligence |
| Please attach the following documentation to this form | Result S = Satisfactory NS = Not Satisfactory NA = Not Assessed | Reassessment S = Satisfactory NS = Not Satisfactory NA = Not Assessed | |
| Assessment Task 1 | Reflect on your emotional intelligence | S | NS | NA | S | NS | NA |
| Assessment Task 2 | Respond to emotional intelligence case study | S | NS | NA | S | NS | NA |
| Assessment Task 3 | Coach emotional intelligence | S | NS | NA | S | NS | NA |
| Final Assessment Result for this unit | C / NYC |
Assessor Comments and Feedback to student:
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| Student Declaration: I declare that this assessment is my own work based on personal study and research and not plagiarised or copied from another student’s work or source. I am also aware of my appeal rights. Name: ____________________________ Signature: ____________________________ Date: ____/_____/_____ | Assessor Declaration: I declare that I have conducted a fair, valid, reliable and flexible assessment with this student. I have provided appropriate feedback and advised the student of their result. Name: ____________________________ Signature: ____________________________ Date: ____/_____/_____ |
| Entered onto Student Management Database | ____________________ Date | _______________ Initials |
Administrative use only
Table of Contents
Assessment task 1: Reflect on your emotional intelligence. 3
Tools and methods to identity emotional strengths and weaknesses. 3
Three instances of negative emotional state of work. 3
Two causes of personal emotional states at work. 3
One instance of modelling workplace behaviours. 3
Assessment Task 2: Respond to emotional intelligence case study. 5
1. Best way to respond to store manager’s behaviour. 5
2. Principles of emotional intelligence. 5
3. Process to act and communicate by the store manager. 5
4. Connection between behaviour of store manager and store morale. 5
2. Issues how the cultural expressions are misinterpreted. 6
3. Raising of awareness of the cultural expression and effective communication. 6
1. Aside on own emotions to focus plus identify the feelings of employee. 6
3. Awareness of employee feelings and employee to adapt response. 7
1. Relationship between effective people and attainment of the business objectives. 7
3. Possible process of decision making. 8
5. OHS/WHS legislation is relevant to implement business decisions. 9
Assessment Task 3: Coach emotional intelligence. 10
Coaching Planner (GROW Model). 10
Assessment task 1: Reflect on your emotional intelligence
Tools and methods to identity emotional strengths and weaknesses
I am using SWOT analysis tool to identity my own strengths as well as weaknesses:
Strengths:
- I am creative and impress my project clients by providing them new ideas.
- I can communicate with my project team members.
- I am committed to success of the project.
Weaknesses:
- When I have too many tasks, then I am feeling little bit nervous which causes me stress.
- I am getting nervous at the time of presenting things to the project clients.
- I have fear of public speaking at the time of giving presentations.
Three instances of negative emotional state of work
- When I am trying to do work and complete it on time, and due to some reasons I am not able to finish it, then I am feeling stressed. Due to frustration, I become angry which lead to irrational behaviour among me. In my point of view, I have to take patience and try to finish the work on time.
- Sometimes, I felt that performance rewards are not distributed fairly among the co-workers while lead to negative emotion reactions. There is some sort of envy and while dealing with it, I require to analyse the situation and do not compare myself with others.
- While giving and presenting myself in public, I am feeling some fear in public speaking.
Two causes of personal emotional states at work
- The project is delayed due to negligence of one of the project team member’s work. As per my responses, we have to model the teamwork sprits to the team member. De-emphasize blames from one of the member and focused to complete the project as a group or team.
- I and one of my team member are disagreed over the work related problems. I am seem to get frustrated as well as annoyed on the situation. In this situation, we have to pause the conversation and tried to discuss in the things as a team.
One instance of modelling workplace behaviours
One of the way of behaviour modelling is sit down with the project employees and show them how to properly work in a project. We are not only telling them how to do the work, while we have to take time to perform work by own in front of them so that they are guided. We have to pair the weak members with the experienced members so that they can understanding working processes.
Three actions to improve emotional intelligence on basis of self-reflection and feedback from others
- I have to utilize my leadership skills by taking initiatives in my own as well as take decisions. I have to develop my problem solving skills so that I can cope up with the project issues. It will allow me to be productive with higher performance levels.
- I will become more self-awareness. I require to become aware of my own emotions through mindfulness. Then, I can control my feelings as well as thoughts.
- I have to improve my non-verbal communications and also become sensitive to others. Body language is mostly required in case of communicating with others. I have start an accurate communicate so that I can reflect on intentions without confusion.
Assessment Task 2: Respond to emotional intelligence case study
Question 1
1. Best way to respond to store manager’s behaviour
In my point of view, it is not allowed to tell someone about their behaviour. It is better to go to training to be a good role model. The store manager has poor skills of leadership to lead their project team members as well as lack of emotional awareness. I would use a professional voice tone to become a positive leadership behaviour. I would ensure that my project members are happy with their working environment as well as treat them as they are liked to work in the workplace.
2. Principles of emotional intelligence
Following are some of the principles of emotional awareness which are not demonstrated by the store manager such as:
- Self-awareness
- Social skills in the workplace
- Self-regulation in their work
- Empathy for the staffs
3. Process to act and communicate by the store manager
The store manager is required to talk to everyone in the weekly project meetings in spite of yelling at each one of the staffs. In the meeting, the store manager is yelled at departmental managers and suddenly told them to make improvement in the store revenue[1]. She should require to email all the staffs regarding the work details those are involved. She should require to look at things on individual basis to improve the store and it is communicated in weekly meetings.
4. Connection between behaviour of store manager and store morale
The store manager is not at right frame to conduct a meeting to discuss the issues of the store with the staffs. Due to behaviour of the store manager, the staffs are discussed to leave the organization. Other managers are responded by unreasonable sales demands on the sale’s workers. Therefore, store manager’s behaviour is providing a bad impact on organization. Negative effect is downing the store where the people are affected at lower position levels[2]. The performance of store is very bad as the staffs are not happy with their work results in lack of customer satisfaction. The bad situation of the store is due to poor leadership as well as lack of emotional awareness.
Question 2
1. Two examples of misinterpretations of expressions or behaviour in context of the diverse workforce
- The employee is never going for the drinks as well as social occasions due to their religious reasons.
- She is not involved in the daily conservations about family members, any movies as well as culture. Due to those reasons, the team members thought that she may not like them and it takes them a wrong way.
2. Issues how the cultural expressions are misinterpreted
I would tell the employees that it is not right to make assumptions on other’s behaviour without knowing their cultures as it is not allowed in the workplace. Each one of the individuals working in the workplace are different from each other. We are required to accept each employee as they are. I would also make them clear that in every culture, it is not allowed to drink or go for outings at night, may be it is the reason that she is not attending any parties or going for drinks outside the office work.
3. Raising of awareness of the cultural expression and effective communication
The teams are raised with cultural expression as well as effective communication by conducting a cultural event to aware them about all types of cultures. In the cultural event, each of the staffs should bring different special food of their culture and distribute them among each other. They should create presentations on their culture and their speciality. Each of the staffs should require to talk with colleagues on their culture to aware them and get them know about different cultures[3]. In this way, the team should aware of cultural express to avoid any misunderstandings to resolve cultural differences.
Question 3
1. Aside on own emotions to focus plus identify the feelings of employee
In my point of view, feelings of the employees are identified by understanding reasons behind their on-involvement in the team building sessions. The employees those are not responding to team training as well as team building sessions are good in their workplace performance. The performance in their scorecard is also good, therefore it may be possible that they are not interested in all those training in addition to sessions. They are those individuals those are liked to work individually and it is our responsibility to understand them and accept them as they are liked to do.
2. Learning style, personality types and communication styles are related to understand employees and adapt response
Communication with the project team members are required to identify their emotional strengths as well as weaknesses. Modification of emphasis on the team building is required to balance the group work with the individual work. The individual people are playing an important role as reflectors as well as introverts[4]. We are required to understand the learning style of each employees such as visual, reading, writing, audio as well as kinaesthetic. It is mainly important to understand individual personality of each individuals and make them better to understand.
3. Awareness of employee feelings and employee to adapt response
Firstly, it is required to understand own feelings and needs such as emotional requirements, team cohesiveness, required to meet with the performance standards. Along with own needs as well as requirements, it is mandatory to understand employee’s requirements like their emotional needs and require to develop a team environment[5]. I would require of other staff members by knowing them in better way and seeing how they are working. A team meeting is required to find more about them and know them in proper way. I would become self-aware of my likes as well as others into the workplace.
Question 4
1. Relationship between effective people and attainment of the business objectives
The employees those are more focused on work are more productive as compared to others. Those employees are less prone to the accidents as well as influenced others to become productive and motivated them to work. They are always involved in positive work culture to attract as well as retain people and also their skills[6]. The productive people are always emotional in their work and emotionally attached to it to achieve better business objectives.
2. Emotional impact of decision making lead to better decision making based on the business objectives
The emotional needs of people are viewed in such a way that it can enable people to achieve their organizational goals as well as targets so that they can cope up with the business issues[7].
3. Possible process of decision making
Collaboration with the employees are required to set their targets and achieve their inputs as it is assumed. Based on the input, the employees should take decisions to make reasonable changes in the business and its goals if required. Therefore, communicate the business needs is mainly required as a decision making process[8]. Communicate the business needs with empathy, emphasised goals as well as business values plus emphasize the organizational commitment are all compulsory to take any business related decisions.
4. Identification of policies, procedures and standards require to adhere in satisfying internal as well as external requirements
- Anti-discrimination- This policy in workplace can lead to protection for ethnicity, mental illness, gender, religious, nationality and others.
- Performance management- This policy is described arrangement that the employees are using to maintain as well as improve workforce performance. It is leading to achieve business goals[9]. The arrangements are assessed employees against workplace performance measures.
- Equal employment opportunity- Under this policy and procedure, each of the employee should have equal access to the employment opportunities focused on merit. In this case, there is no possibility of gender discrimination and harassment in the workplace[10]. This policy is able to promote workplace diversity as well as create safer working place for the employees.
- Privacy policies and procedures of business- It is a legal policy to specify the business owner what they have to do with collected personal data from the users[11]. Under this policy, personal documents are kept secured and without authorized person’s permission no third party person can access to it.
5. OHS/WHS legislation is relevant to implement business decisions
The
employees are obliged to provide a safe working environment as well as take
possible steps to maintain a healthy as well as safe working environment.
Unreasonable performance expectations are lead to stress among the employees as
well as lead to long working hours[12].
Those are linked with health risks and workplace injuries are lead to safety
risks.
Assessment Task 3: Coach emotional intelligence
Coaching Planner (GROW Model)
| Coaching phase | Activities/questions |
| Introduction | Summarise the reasons for the coaching session from your point of view: Due to lack of emotional intelligence, it is negatively affected the workplace. As Pat is one of the members, therefore I asked her to perform survey. Coaching session would help to improve communication as well as cooperation skills among the members. Ask Pat for input, to describe own perspective: Pat is a kind person and can complete their work in short period of time. Pat is working alone and lack of cooperation provided from their side. |
| Goal | Ask questions to establish Pat’s understanding of performance expectations, personal goals and aspirations: Can work with the project team members in efficient manner.Can communicate with the members such that they should know about Pat’s wants and needs. |
| Reality | Ask questions to establish understanding of: the real gap between Pat’s performance and expectations/ performance goals: Pat’s performance is 40% Expectations and performance goals is 100%Therefore, there is a real gap of 60%. potential obstacles to achievement, such as Pat’s EI skills and personal/work situation: Pat is not working with others, therefore Pat can achieve its goals in faster way. She is not liking that others should follow her steps and think as she is thinking. She thought that best thing is always done from her side, not by others. |
|
Options/ opportunities | Ask questions to help Pat generate options or opportunities to help achieve goals and close performance gaps: Pat should require to communicate with others and know what communication is. It is such a way to establish as well as build stronger relationships with the project team members. There is development of advanced communicational skills started with the interaction sessions. Communication skills should help Pat to achieve new opportunities in business and build stronger relationship with clients and team members. |
| Will | Ask questions to establish Pat’s willingness to agree to concrete and time-bound measures to improve performance: Team work should lead Pat to achieve business outcomes as team can work out in group against challenges in the business. It is a way to oversight poor contributions of the individuals. When teams are working together, then they are supportive of each other. Mutual support help Pat to achieve organizational goals in business. The members of a group can achieve business goals and objectives. It is a way to understand what the employees are feeling when they are working in their own. |
References
Aga, Deribe Assefa, Niels Noorderhaven, and Bertha Vallejo. “Transformational leadership and project success: The mediating role of team-building.” International Journal of Project Management 34, no. 5 (2016): 806-818.
Ang, Soon, and Linn Van Dyne. Handbook of cultural intelligence. Routledge, 2015.
Anthony‐McMann, Paula E., Andrea D. Ellinger, Marina Astakhova, and Jonathon RB Halbesleben. “Exploring different operationalizations of employee engagement and their relationships with workplace stress and burnout.” Human Resource Development Quarterly 28, no. 2 (2017): 163-195.
Back, Anthony L., Karen E. Steinhauser, Arif H. Kamal, and Vicki A. Jackson. “Building resilience for palliative care clinicians: an approach to burnout prevention based on individual skills and workplace factors.” Journal of pain and symptom management 52, no. 2 (2016): 284-291.
Carson, Kerry D., Paula Phillips Carson, and Betty J. Birkenmeier. “Measuring emotional intelligence: Development and validation of an instrument.” Journal of Behavioral and applied Management 2, no. 1 (2016): 810.
Dyer Jr, W. Gibb. “Team building.” Wiley Encyclopedia of Management (2015): 1-2.
Karanges, Emma, Kim Johnston, Amanda Beatson, and Ian Lings. “The influence of internal communication on employee engagement: A pilot study.” Public Relations Review 41, no. 1 (2015): 129-131.
Khan, Muhammad Ramzan, and Abuzar Wajidi. “Role of Leadership and Team Building in Employee Motivation at Workplace.” Global Management Journal for Academic & Corporate Studies 9, no. 1 (2019): 39-49.
Krishnakumar, Sukumarakurup, Kay Hopkins, Joseph G. Szmerekovsky, and Michael D. Robinson. “Assessing workplace emotional intelligence: Development and validation of an ability-based measure.” The Journal of psychology 150, no. 3 (2016): 371-404.
Mathew, Molly, and K. S. Gupta. “Transformational leadership: Emotional intelligence.” SCMS Journal of Indian Management 12, no. 2 (2015): 75.
Serrat, Olivier. “Understanding and developing emotional intelligence.” In Knowledge solutions, pp. 329-339. Springer, Singapore, 2017.
Shekar, S.
Chandra, and L. Suganthi. “Evaluation of workplace training: the role of
emotional intelligence, self-esteem, motivation and achievement.” International
Journal of Business Excellence 8, no. 6 (2015): 798-816.
Bibliography
Anthony, David R., Sandy Gordon, Daniel F. Gucciardi, and Brian Dawson. “Adapting a behavioral coaching framework for mental toughness development.” Journal of Sport Psychology in Action 9, no. 1 (2018): 32-50.
Cox, Elaine. “Coaching and adult learning: Theory and practice.” New Directions for Adult and Continuing Education 2015, no. 148 (2015): 27-38.
Eriksen, Matthew, Sarah Collins, Bailey Finocchio, and Julian Oakley. “Developing students’ coaching ability through peer coaching.” Journal of Management Education (2019): 1052562919858645.
Grant, Anthony M.
“New perspectives on goal setting in coaching practice: An integrated
model of goal-focused coaching.” In Beyond Goals, pp. 87-116.
Routledge, 2016.
[1] Serrat, Olivier. “Understanding and developing emotional intelligence.” In Knowledge solutions, pp. 329-339. Springer, Singapore, 2017.
[2] Carson, Kerry D., Paula Phillips Carson, and Betty J. Birkenmeier. “Measuring emotional intelligence: Development and validation of an instrument.” Journal of Behavioral and applied Management 2, no. 1 (2016): 810.
[3] Dyer Jr, W. Gibb. “Team building.” Wiley Encyclopedia of Management (2015): 1-2.
[4] Mathew, Molly, and K. S. Gupta. “Transformational leadership: Emotional intelligence.” SCMS Journal of Indian Management 12, no. 2 (2015): 75.
[5] Aga, Deribe Assefa, Niels Noorderhaven, and Bertha Vallejo. “Transformational leadership and project success: The mediating role of team-building.” International Journal of Project Management 34, no. 5 (2016): 806-818.
[6] Ang, Soon, and Linn Van Dyne. Handbook of cultural intelligence. Routledge, 2015.
[7] Khan, Muhammad Ramzan, and Abuzar Wajidi. “Role of Leadership and Team Building in Employee Motivation at Workplace.” Global Management Journal for Academic & Corporate Studies 9, no. 1 (2019): 39-49.
[8] Shekar, S. Chandra, and L. Suganthi. “Evaluation of workplace training: the role of emotional intelligence, self-esteem, motivation and achievement.” International Journal of Business Excellence 8, no. 6 (2015): 798-816.
[9] Anthony‐McMann, Paula E., Andrea D. Ellinger, Marina Astakhova, and Jonathon RB Halbesleben. “Exploring different operationalizations of employee engagement and their relationships with workplace stress and burnout.” Human Resource Development Quarterly 28, no. 2 (2017): 163-195.
[10] Karanges, Emma, Kim Johnston, Amanda Beatson, and Ian Lings. “The influence of internal communication on employee engagement: A pilot study.” Public Relations Review 41, no. 1 (2015): 129-131.
[11] Back, Anthony L., Karen E. Steinhauser, Arif H. Kamal, and Vicki A. Jackson. “Building resilience for palliative care clinicians: an approach to burnout prevention based on individual skills and workplace factors.” Journal of pain and symptom management 52, no. 2 (2016): 284-291.
[12] Krishnakumar, Sukumarakurup, Kay Hopkins, Joseph G. Szmerekovsky, and Michael D. Robinson. “Assessing workplace emotional intelligence: Development and validation of an ability-based measure.” The Journal of psychology 150, no. 3 (2016): 371-404.
