Self Awareness Case Study

How many times have I told you not to bring the tea or the food on your office desk ? and how many times have I worn you not to eat on the office desks ? I am beginning to think that I am talking to the walls but not to humans ! “
Unfortunately I heard theses words on the very first day of my career life. I’m glad to say they weren’t directed at me personally but at one of my hapless,sick,pale,and diabetic fellow in the branch. The person handing out these words was unfortunately our beloved manager.

It happens that she was so unhappy about something earlier,she got mad at our co-workers and she didn't even recognize that she was not looking well and she had her medication on the top of her office desk and that breakfast was there only because

As Goleman (2009), further explains, such managers do not get to have a clear image of their strengths and weaknesses and thus a reason why they may lack humility in their actions. On the other side, it is worth stating that a manager who has a high level of self-awareness will always know how to talk and relate with the other members of the organization in a manner that promotes teamwork and cooperation leading to the attainment of the set organizational goals.

As Goleman (2009) explains, managers who lack the aspect of self-motivation in most instances may have forgotten what they really loved about their careers and thus a reason enough for losing emotions. It is therefore sufficiently evident that self- motivation is a key factor that influences a manager's emotional intelligence. (1)

-Poor social skills
Managers who exhibit poor social skills in accordance to emotional intelligence, are often poor communicators. Managers with poor social skills will be less open to hearing bad news than good news. Some of the various causes of poor social skills among managers is feeling unconfident and insecure about their self-worth, managers feeling worried and anxious in social situations. It may also be possible that such managers missed the opportunity of gaining social experience and practice.

Emotional intelligence isn’t some new fad or psychologist’s theory; it’s just the factor that’s been driving successful managers for years, except they weren’t aware of it. However, they soon realized that to get the best out of their people they needed to concentrate on the human interactions and make that emotional