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2013/2014  KAN-SOC_VFEI  Using Emotional Intelligence to Drive Corporate Excellence

English Title
Using Emotional Intelligence to Drive Corporate Excellence

Course information
Language English
Exam ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration One Semester
Course period Autumn, Spring
Changes in course schedule may occur
Friday 08.00-10.35, week 6-15
Time Table Please see course schedule at e-Campus
Study board
Study Board for MSc of Social Science
Course coordinator
  • Peter Kjær - Department of Organization (IOA)
Course Responsibles: Per Darmer Karsten Bobek (kb.marktg@cbs.dk)
Course administrator Mette Busk Ellekrog (mbe.ioa@cbs.dk)
Main academic disciplines
  • Business psychology
  • Innovation and entrepreneurship
  • Management
  • Marketing
  • Organization
  • Corporate and Business Strategy
  • Economic and organizational sociology
Last updated on 18-11-2013
Learning objectives
  • Be familiar with and able to compare various theories of emotions and be able to various business and leadership contexts
  • Be able to critically reflect and analyze Emotional Intelligence as a research field and business programme or tool
  • Describe in a critical and reflective way theories about leadership based on emotional intelligence.
  • Work with concepts and tools from the emotional intelligence research theories to analyze and solve specific management problems and identify 'best practices.'
  • Analyze, interpret and apply relevant theories to real-life scenarios through the participation in the web-based simulation
  • Describe and analyze issues on emotional intelligence pertaining to other areas such as strategy, stakeholder analysis, and employee development, etc.
Course prerequisites
No prerequesites
Examination
Home assignment:
Examination form Home assignment - written product
Individual or group exam Individual
Size of written product Max. 10 pages
Assignment type Written assignment
Duration 48 hours to prepare
Grading scale 7-step scale
Examiner(s) One internal examiner
Exam period December/January and May/June
Make-up exam/re-exam
Same examination form as the ordinary exam
Same exam form as ordinary exam.
Course content and structure

This course examines the role of emotions in business, management, leadership and organizing. Various theories of emotions and the roles emotion plays in the processes named above and in such areas as motivation, creativity, and the marketing of products and ideas are presented and critically analyzed. The course presents and critically addresses the concepts and programmes associates with Emotional Intelligence (EI) and the research basis for these, as well as the commercial and business development activities associated with EI. The student will learn to both use EI as a tool, but also reflect critically upon EI as a tool and field of research. As a programme the work of Daniel Goleman, one of the major theorists within the field of emotional intelligence and leadership, are central to this course. His studies indicate how emotional skills can be of importance for leaders' performance and workplaces’ success. In addition to examining the importance of emotional intelligence for leaders and organizations, Goleman’s studies also shows that it is possible to link emotional competence to 6 different dominates styles in management.
As EI as a business development tool is an outgrowth of an academic proposal and research, this course can also reflexively be read as a process of the commercialization and entrepreneurial exploitation of scientific knowledge in the field of organizational development, business development,  leadership, and management consultancy field.
Teaching methods
This course relies on traditional lectures, as well as Harvard case discussions. The content and course objectives are complemented with a 6Styles simulation tool. The simulation tool is included to enhance and supplement the theoretical foundation, thus 6Styles should be seen as practical learning tool to support the other teaching methods but not to replace them.

6styles is a simulation tool that challenges the leadership preferences and skills of students through a series of carefully designed problem scenarios. Through the simulator the student will get praxis-related knowledge about the link between emotional intelligence and leadership style, along with real practical understanding of what this involves. Different cases can be focused on. Among others, one case is about a new young manager who has to succeed as a leader and who needs to develop his/hers leadership skills to show desired results.

The advantage of the simulator is that the students must use their theoretical knowledge in order to create momentum in the game. It is dynamic process of experimenting with know-how, roles, needs and qualifications; students have to take decisions that shed light on their leader-ship style and management skills. The practical work is combined with theoretical instruction about different leadership styles – and the intended end result is a coherent personal leadership style, along with a development plan for each student.
Expected literature
Indicative literature:

Goleman, Daniel (2004): Emotional Intelligence & Working with Emotional Intelligence.
M. Hughes, H. L. Thompson & J. B. Terrell (Eds.), Handbook for developing emotional and social intelligence: Best practices, case studies, and strategies. San Francisco, CA: Pfeiffer/John Wiley & Sons.
Antonakis, J., Ashkanasy, N. M., & Dasborough, M. T. (2009). Does leadership need emotional intelligence? The Leadership Quarterly, 20(2), 247-261.
Cherniss, C., Grimm, L.G., & Liautaud, J.P. (2010). Process-designed training: A new approach for helping leaders develop emotional and social competence. Journal of Management Development, 29(5), 413-431.
Cote, S., Lopes, P. N., Salovey, P., & Miners, C. T. (2010). Emotional intelligence and leadership emergence in small groups. The Leadership Quarterly, 21(3), 496-508.
Fambrough, M. J., & Hart, R. K. (2008). Emotions in leadership development: A critique of emotional intelligence. Advances in Developing Human Resources, 10(5), 740-758.
Joseph, D. & Newman, D. (2010) 'Emotional Intelligence: An integrative meta-analysis and cascading model' Journal of Applied Psychology 95(1): 54-78.
Mayer, J., Salovey, P., & Caruso, D. (2008) Emotional Intelligence: New Ability or Eclectic Traits? American Psychologist 63(6): 503-517
Last updated on 18-11-2013