cameron and green making-sense-of-change-management

The underpinning theorySocial awarenessAwareness of others’ feelings, needs, and concerns:• Empathy: sensing others’ feelings and perspectives, and taking anactive interest in their concerns.• Organizational awareness: reading a group’s emotional currents andpower relationships.• Service orientation: anticipating, recognizing, and meeting customers’needs.Social skillsAdeptness at inducing desirable responses in others:• Developing others: sensing others’ development needs and bolsteringtheir abilities.• Leadership: inspiring and guiding individuals and groups.• Influence: wielding effective tactics for persuasion.• Communication: listening openly and sending convincing messages.• Change catalyst: initiating or managing change.• Conflict management: negotiating and resolving disagreements.• Building bonds: nurturing instrumental relationships.• Teamwork and collaboration: working with others toward shared goals.Creating group synergy in pursuing collective goals.Source: Goleman (1998), reproduced with permission ofBloomsbury Publishing, LondonGoleman defined a comprehensive set of emotional competencies forleaders (see box). He grouped these competencies into four categories:• self-awareness;• self-management;• social awareness;• social skills.Self-awareness, he says, is at the heart of emotional intelligence. To backthis up, Goleman’s research shows that if self-awareness is not present in164