In today's class we'll pick up where we left off last Thursday, when we discussed the individual level of OB (and leadership development). Our discuss focused on characteristics and traits that differentiate one individual from another, with a closer look at how feelings and emotions might color this constellation of factors. That brought us to a consideration of emotional intelligence, which we'll continue today as I present the EQ-i2.0/EQ-360 Model Of Emotional Intelligence--with a focus on my experience in having completed it as part of the process of being certified to administer it to others.
We'll then pivot to consider motivation from the organizational perspective, focusing on the seminal article "on the folly of rewarding for A while hoping for B." We'll then apply lessons learned during the discussion of that article to a case study involving organizational change, motivation, leadership, and other OB topics in a discussion of a case study involving U.S. Army drill sergeants.
Today's organizing questions are as follows:
- How does emotional intelligence provide a framework for understanding the role of emotions, attitude, and stress in organizations? (continued from 7/10/25)
- What are the basic principles of motivating people through incentives and other means? (continued from 7/10/25)
- Why is alignment between incentives and organizational objectives crucial?
- What are the costs and benefits of employee empowerment in organizations with a strong hierarchy?