You will be required to give a 2 minute ‘elevator pitch’ in which you outline to the representatives a plan to enhance your performance.

  Assessment 1

Presentation of Proposed Action Plan

You have been granted 15 minutes with a panel of representatives from your Human Resources Department at the company where you work. You will be required to give a 2 minute ‘elevator pitch’ in which you outline to the representatives a plan to enhance your performance. The aim of the presentation is to gain the support, and approval, of the Human Resources Department to develop a more detailed written plan for submission. The plan will focus on how you can improve your psychological approach and performance in an organisation. If appropriate you may wish to outline how your improvement could impact others. For example, if the plan is around your work as a leader that it will have an impact on those you manage. Even if you do not have any line management roles then you will likely interact with a number of colleagues and so any improvement may have an impact on those interactions. So, in brief, the benefits of the plan need not be confined to you. 

After the 2 minute ‘elevator pitch’ the panel representing the Human Resources Department will ask questions about your proposal and dig a little deeper into the rationale and evidence for your plan.

The issues raised in the presentation, and from the feedback, will be useful in informing the full write up of your plan which is the second assignment.

Content and Structure

In delivering your ‘elevator pitch’ we would expect you to outline what the aim of the programme is, and what the benefits are for you personally and the company, the feasibility of the programme and the likelihood of success.

The questions will focus on these issues and also explore a little deeper into the evidence base and rationale for the proposal.

Below, there is my Assessment 1 that I have already delivered orally to HR about my plan. Please, read carefully to have a view what to write in Assessment 2.

Recently I have become a leader in my company after a previous one has resigned. My ambitious is became a Manager in the future. At the moment, I manage 20people in my team. I observed, some issue in my team such as conflicts, no engagement into the work, much stress and negative emotions, sick absence. I would like to improve the relations and those issues, so I decided to improve my Emotional Intelligence” to be more effective leader.

I have found, there are tons of research out there about how emotional intelligence impacts the workplace and the work that gets done on every level, from C-suite executives to entry-level workers. Also, it has been noted that while high EQ and awareness of experience is essential in management, the emotional maturity of the leader is mostly responsible for such achievements (Goleman, 2019).

 So, How Does Emotional Intelligence Affect Leadership? How does emotional intelligence manage to be such an important feature in leadership?

According to emotional intelligence expert Daniel Goleman, emotional intelligence is made up of four distinct but complementary components:

Self-Awareness: recognition of one’s own emotions

Social Awareness: recognition of others’ emotions

 Self-Management: ability to manage one’s emotions

Social Skills: an ability to influence and manage others’ emotions

 These four components make up a good outline of exactly what a leader needs: to be self-aware, to be aware of the moods and emotions of others, to be able to control and manage his own emotions and to influence and manage the emotions of those he or she is leading.

Emotional Intelligence in Leadership Effectiveness and Management To get down into the nitty-gritty of emotional intelligence and leadership, there are five “essential elements” of emotional intelligence that contribute to a leader’s effectiveness:

1. Development of collective goals and objectives

2. Instilling in others an appreciation of the importance of work activities

3. Generating and maintaining enthusiasm, confidence, optimism, cooperation,

and trust

4. Encouraging flexibility in decision-making and change

5. Establishing and maintaining a meaningful identity for an organization

 After reading the argument presented by different scholars about EI and its importance in leadership as well as its impact on the management of organisations, I realised Emotional intelligence is one of the major psychological aspects that must be adequately addressed as a leader. Emotional intelligence (EQ) is one’s ability in using, and managing emotions positively through relieving stress, effective communication, empathy, and overcoming conflicts through defusing conflicts (Salovey, and Mayer, 2017). In ensuring that emotional intelligence is addressed or improved, there must be an effective, and reliable plan that one must adequately follow.

In ensuring emotional intelligence is improved, there are four aspects that must be adequately embraced. The four aspects include self-management, self-awareness, social awareness, and relationship management.


Self-management is one of the key aspects of enhancing emotional intelligence. Through self-management, it becomes extremely easy to understand one’s weaknesses, and strengths. It is essential to note with adequate self-management, it becomes easy for the areas of weaknesses which eventually help in improving the overall performance). Therefore, to ensure that self-management is enhanced which eventually lead to improved emotional intelligence, there must be a focus on the specific actions such as the


Self-awareness is also another tool that is incredibly applied in ensuring that that emotional intelligence is improved. It involves the process of noting the essential values that are associated with self-improvement. It assists in improving EQ by embracing personal thoughts.

Social awareness

Social awareness is unique from self-awareness. It involves noticing some of the issues which are linked to social interactions with other parties. Social awareness may also be associated with the ability to have some empathy towards others. As a leader, this is a common role that must be adequately be addressed to ensure that there is an improvement in emotional intelligence. Focusing on emotional intelligence through embracing social awareness is important since it enables one to ensure that there is significant improvement among the followers. As the leader, it is therefore fundamental to ensure that there is adequate focus on the most effective measures in promoting social growth. Importantly, without social growth, it also becomes extremely difficult to embrace the core leadership skills such as creating an effective relationship with the followers. Therefore, it is essential to conclude that social awareness is not only a tool for improving emotional intelligence but also overall psychological growth.

Relationship management

To improve emotional intelligence, one relationship with others must be improved. As a leader, this can be done by adjusting some of the core psychological skills such as improved interactions.). Relationship management can be enhanced through embracing leader-follower relations. Leader-follower relations are essential since they do not only improve a positive work relationship, but they also ensure that the overall performance of the organisation is also increased. Therefore, it is the role of the leader to ensure that overall, there is consistent engagement of the followers as this will generally improve the general emotional intelligence; The identified strategies must be conducted to ensure that the EQ as a leader is adequately improved. With the improvement of the emotional intelligence as the leader, both the company and follower’s growth are also escalated.

After presentation they asked me among others:

1. How I can measure and see that my plan work?

By the change of behavior of team members. To see it and to expect that they follow me I need to show them my good behaviour first.

2. How EI can be improved? – you need to write something about that

2. How I am planning to improve relationship?

My answer was by leader-follower relationship.  The leader-follower relationship is the singular most important relationship in any organization, especially if that organization claims to prioritize company culture. A positive leader is one who is uplifting and supportive, who does not need a scapegoat every time something minor goes wrong. They are quick to forgive, and slow to punish, and the entire team feels as though their best interests are taken to heart by their leader. This relation is about trust, openness and respect.

There is a view what I presented to HR and what you need to base on to write an Assessment 2, but you can also write some more arguments to enhance my plan.

My Tutor’s feedback


A good viva that demonstrated a solid knowledge emotional intelligence as applied to performance contexts. You were able to present a good rationale regarding the problems associated with a lack of emotional intelligence and outlined a plan that may help to improve these aspects for yourself and the wider staff team/company. The plan was authentic and linked to your current role as well as tapping an area you wish for the team to develop. You drew on some academic evidence (e.g., Dan Goleman’s work) to explain the issue, and in terms of informing the programme. It was interesting to hear you connect the ideas to stress/atmosphere/leadership also. Your communication was good throughout, and your presentation style engaging. Your responses to questions were good, with clear and appropriate answers, including expansion beyond the material contained in the pitch.

Areas to improve:

The area of focus had a useful academic underpinning, but you could do more by including specific research articles that support your case (e.g., academic research on emotional intelligence). Regarding the plan, more precise detail of the plan and the activities involved, based on evidence, would be welcomed. The pitch itself did not fully cover all elements, but these were explored via the questions. From a critical appraisal perspective too, this was good but in Assignment 2, aim to be more expansive with your critical appraisal of your plan and underpinning evidence. Further, in assignment 2, consider how you could triangulate how you evaluate the effectiveness of your programme (e.g., assessing behavioural change across different outcomes), to know that your programme has been a success.

Assessment 2

Written Case Study

You will be required to complete a case study which details a needs analysis of your own career and an action plan to improve your psychological approach and performance in an organisation.

The plan will focus on how you can improve your psychological approach and performance in an organisation. If appropriate you may wish to outline how your improvement could impact others. For example, if the plan is around your work as a leader that it will have an impact on those you manage. Even if you do not have any line management roles then you will likely interact with a number of colleagues and so any improvement may have an impact on those interactions. So, in brief, the benefits of the plan need not be confined to you. 

! The total word limit for this completed case study is 3000 words. (1-10% excess no penalty)!

The structure of your assignment should broadly be as outlined below:

  • Brief description of your career, including ambitions (approx. 250 words)
  • Brief description of the areas you have identified for improvement, and the rationale for these areas (approx. 250 words)
  • Description of proposed plan and aims (approx. 250 words)
  • Critical discussion of the evidence behind the plan (approx. 1500 words)
  • Expected Outcomes of the plan (approx. 250 words)
  • Timeline for the delivery of the plan. (approx. 250 words)
  • Evaluation of the plan (approx. 250 words).

Assessment Style and Referencing

The assignments must be typed in size 12 font, first line of each paragraph indented and double-spaced with minimum 2.5 cm margins all round. All the pages must include a running header (in the top right-hand corner) which is your username, and each page must have the page number as the footer (cantered). Referencing will be assessed and in line with the award guidelines please use the Harvard system.

1. Assessment should be written in 1st person.

2. The more reading and more informed your work is better in general, particularly for the section “Critical discussion of the evidence behind the plan” (approx. 1500 words). In other words, you may use references in other sections too even though you are writing in the first person.

3. References in text are included. The reference list at the end is not included in the word count

4. I will give you Reference list that may be useful for you to write the Assessment 2.

Among other publications and books, as a references, please choose some ones below, and use them as they have been written by my tutor.


Slater, M. J. (2019). Togetherness: How to build winning teams. UK: Bennion Kearny Limited.


Listen to me here talking about my Togetherness book:

Latest publications:

Whittingham, J., Barker, J. B., Slater, M. J., & Arnold, R. (2020). An exploration of the organisational stressors encountered by international disability footballers. Journal of Sports Sciences.

Barker, J. B., Slater, M. J., Pugh, G., Jones, M. V., Mellalieu, S., McCarthy, P. J., & Moran, A. (2020). The effectiveness of psychological skills training and behavioral interventions in sport using single-case designs: A meta regression analysis of the peer-reviewed studies. Psychology of Sport and Exercise. 

Miller, A., Slater, M. J., & Turner, M. J. (2020). Coach identity leadership behaviours are positively associated with athlete resource appraisals: The mediating roles of relational and group identification. Psychology of Sport and Exercise. 

White, C., Slater, M. J., Turner, M. J., & Barker, J. B. (2020). More positive group memberships are associated with greater resilience in Royal Air Force (RAF) personnel. British Journal of Social Psychology  

Carenzo, L.,  Braithwaite, E. C.,  Carfagna, F., Franc, J., Ingrassia, R. L., Turner, M. J., Slater, M. J., & Jones, M. V. (2020). Cognitive appraisals and team performance under stress: A simulation study. Medical Education 

Slater, M. J., Coffee, P., Barker, J. B., Haslam, S. A., & Steffens, N. (2019). Shared social identity content is the basis for leaders’ mobilization of followers. Psychology of Sport and Exercise, 43, 271-278.

Written Case Study
Learning outcomes to be assessed

  1. Understand and increase awareness of developing personal resilience and be able to enhance resilience in others (Knowledge & Understanding).
  2. Understand and be able to apply thinking styles that enhance well-being and performance (Application).
  3. Understand the strengths and weaknesses of adopting a social identity approach to leadership. (Knowledge & Understanding)

References list that may be useful for you

1 of references about leader-follower relationship – you must write about that

About employee engagement- very important as well

BIS. (2012). “Leadership and management in the UK – The key to sustainable growth“.

Other references that you may to choose:

Achor, S. (n.d) “Transcript of The happy secret to better work”. [Online] 1st February. Available from: [Accessed on: 30/3/2020]

Ackerman, C. (2019). “69 Exercises For Leading With Emotional Intelligence”. [Online] 4th July. Available from: [Accessed on: 7/5/2020]

Allameh, S. M., Pool, J. K., Kazemi, R. V., and Mostafavi, M. 2015, “The impact of emotional intelligence on transformational leadership and leader effectiveness”, Latin American J. of Management for Sustainable Development, vol. 2, no. 1, pp. 83. .

Antonakis, J., Ashkanasy, N.M. and Dasborough, M.T. 2009, “Does leadership need emotional intelligence?”, The Leadership Quarterly, vol. 20, no. 2, pp. 247-261

Barbuto, J. E., Gottfredson, R. K., and Searle, T. P. 2014, “An examination of emotional intelligence as an antecedent of servant leadership”, Journal of Leadership and Organizational Studies, vol. 21, no. 3, pp. 315-323.

Barreiro, C. A., and Treglown, L. 2020, “What makes an engaged employee? A facet-level approach to trait emotional intelligence as a predictor of employee engagement”, Personality and Individual Differences, vol. 15, no. 9, pp. 98-92.

BIS. (2012). “Leadership and management in the UK – The key to sustainable growth“. [Online] 10th March. Available from [Accessed on: 30/3/2020]

Brown, F. W., and Moshavi, D. 2005, “Transformational leadership and emotional intelligence: A potential pathway for an increased understanding of interpersonal influence”, Journal of Organizational Behavior, vol. 26, no. 1, pp. 867-871.

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Campbell, D. (2018) “Three in four Britons felt overwhelmed by stress, survey reveals“. [Online] 14st May. Available from: [Accessed on: 30/3/2020]

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