Individual assignment Northumbria University - E&I I

CRITICAL INCIDENT ASSESSMENT
How to become a successful manager?




COURSE: Developing Global Management Competencies I, EI & CI
AUTHOR: [name] [number]
DATE: [date]
WORD COUNT: 3,216 words

,EI & CI –assessment [name]


TABLE OF CONTENTS


1. Literature review......................................................................................................3

2. Incident I...................................................................................................................7

3. Incident II..................................................................................................................9

4. Strengths and weaknesses..................................................................................11
4.1. personal development......................................................................................13

Literature list..............................................................................................................14

Appendix....................................................................................................................17
Appendix 1 Scoring Emotional Intelligence Goleman.............................................17
Appendix 2 Johari Window......................................................................................19
Appendix 3 Developing cultural intelligence Please check your own score . .........20
Appendix 4 Big five locator......................................................................................23
Appendix 5 MBTI Test.............................................................................................24
Appendix 6 Belbin profile.........................................................................................25




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, EI & CI –assessment [name]


1. LITERATURE REVIEW

The following question is essential for a student with the ambition to become a
manager or leader: "What are the essential elements for becoming a successful
manager?". Companies are increasingly faced with financial pressures and the need
for efficiency, competent managers are essential to accomplish this (Thompson &
Harrrison, 2000; Prati, Douglas, Ferris, Ammeter, & Buckley, 2003). A successful
manager has different qualities which can be divided into three categories: 1)
foundation level existence of knowledge and information, 2) attributes and skills
related to behaviour and 3) qualities to develop attributes and skills (Pedlar,
Burgoyne, & Boydell, 2013). Research by Goleman (2004) has shown that it is
essential to have a high level of emotional intelligence (EI). EI is vital because
leadership is a social and emotional process. A leader must be able to influence the
behaviour of their followers (Kerr, Garvin, Heaton, & Boyle, 2006). Emotional
intelligence consists of 1) self-awareness, 2) self-regulation, 3) motivation, 4)
empathy, and 5) social skills (Goleman, 2004).
Other researchers add that the use of feedback is essential for managers and team
members (Prati et al., 2003). These researcher’s split-up team effectiveness into EI
for followers and EI for leaders. The emotional intelligence for followers consists out
of the dynamics and behavior of the team. The emotional intelligence for the leaders
on the characteristics and behaviour which are essential for the effectiveness of the
team. Managers and leaders with high levels of EI will help their team to achieve a,
up to 2 or 3 levels, higher level by exploiting the strength(s) of their team (Wiseman,
Allen, & Foster, 2013). In the following sections, I will focus on the often-described
vital elements of EI (Armstrong, 2011; Kerr. et al., 2006; Prati et al., 2003).


SELF-AWARENESS
Self-awareness (SA) is “the ability to recognize and understand your moods,
emotions and drives as well as their effect on others.” (Armstrong, 2011 p. 72-73).
First of all, this ability differs between people conditional to situation and personality
(Crisp & Turner, 2010). Secondly, it is an important element of EI (Wilson, 2010).
Furthermore, this capability is also related to the degree we are sensitive to how we
are perceived by others (Fletcher & Bailey, 2003). Fourthly, people with high levels of
SA can easily adjust their behaviour based on the behaviour of others (Shivers-

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