First impressions: 55% how we look, 38% how we sound, 7% what we actually say/do
Emotional intelligence: Knowing how to deal with emotions. It’s what makes a good leader.
• Understanding yourself
• Managing yourself
• Understanding others
• Managing others
The 5 components of Emotional Intelligence at work
• Self-Awareness: ability to understand own emotions and their effect on others
• Self-Regulation: ability to control/redirect impulses & moods. Think before acting
• Motivation: Passion to work for more than just the paycheck. Pursue goals with
energy and persistence.
• Empathy: ability to understand emotions of others. Treat them based on emotions
• Social skills: proficiency in managing relationships, building networks, and ability to
find common ground to build rapport.
It is hard to learn emotional intelligence. You have to be born with it/born with ability to learn it.
In some cases you can straight up learn it but it is very difficult.
Classical Viewpoint: emphasized finding ways to manage work more efficiently – two branches:
Scientific and Administrative.
• Frederick Taylor, Steel Worker
• Four Principles of Scientific Management
o Evaluate task by scientifically studying each part of the task
o Carefully select workers with the right abilities for the task
o Give workers the training and incentives to do the task with the proper work
methods o Scientific Principles to plan work methods and ease the way for workers to do
• Problems with Classical Viewpoint
o Tends to be too mechanistic: views humans as cogs within a machine and does
not account for importance of human needs
Behavioral Viewpoint: emphasized importance of understanding human behavior and motivating
employees toward achievement – developed over three phases: early behaviorism, human
relations movement, and behavioral science
• Elton Mayo and the Hawthorne Effect
o Western Electric’s Hawthorne plant experimented with worker wages,
lighting, rest periods, length of work day, etc.
o Does lighting affect worker productivity?
Worker performance seemed to increase over time
Employees worked harder if they received added attention, if they
thought managers cared about their welfare/paid attention to them
Supervisors use good human relations to improve worker productivity
• The psychological processes that arouse and direct goal-directed behavior
• Process, causes behavior, channels, sustains
Sample model of motivation
• Unfulfilled need -> Motivation -> Behavior -> Rewards (Feedback on all of it)
Rewards: Both Extrinsic and Intrinsic
• Extrinsic Reward: the payoff, such as money a person receives from others for
doing a particular task.
• Intrinsic Reward: the satisfaction, such as the feeling of accomplishment, a person
receives from performing the particular task itself.
Need-Based Perspectives • Need-based perspectives are theories that emphasize the needs that motivate people
• Needs are physiological or psychological deficiencies that arouse behavior
Acquired Needs Theory – Three needs are achievement, affiliation, and power – major motives
determining people’s behavior in the workplace
• Achievement (ACH)
o Always want to improve
o Like to be in control/in charge
o Want to be a part of something
Well balanced individual is 33% each for these
Acontrol freak is 20% ach, 20% affiliation, and 60% power
Maslow’s Hierarchy of Needs
Proposes that people are motivated by five levels of needs
• Physiological Needs: actual needs such as food, water, etc.
• Safety Needs: feel safe
• Belongingness Needs: socially happy, have friends, etc.
• Esteem Needs: valued/feel needed, actually contribute to society/work, etc.
• Self-actualization Needs: live life to the fullest
Herzberg Two-Factor Theory
Proposed that work satisfaction and dissatisfaction arise from two different factors – Hygiene
• Achievement, recognition, responsibility, work itself, personal growth • Either highly satisfied or not satisfied
• Working conditions, pay/job security, co