Amazon.co.uk Review
Working With Emotional Intelligence takes the concepts from Daniel Goleman's bestseller,
Emotional Intelligence, into the workplace. Business leaders and outstanding performers are not defined by their IQs or even their job skills, but by their "emotional intelligence": a set of competencies that distinguishes how people manage feelings, interact and communicate. Analyses done by dozens of experts in 500 corporations, government agencies and non- profit organizations worldwide conclude that emotional intelligence is the barometer of excellence on virtually any job. This book explains what emotional intelligence is and why it counts more than IQ, or expertise, for excelling on the job. It details 12 personal competencies based on self-mastery (such as accurate self- assessment, self- control, initiative and optimism) and 13 key relationship skills (such as service orientation, developing others, conflict management and building bonds). Goleman includes many examples and anecdotes--from Fortune 500 companies to a non-profit preschool--that show how these competencies lead to or thwart success.
Unlike IQ, emotional intelligence can keep growing--it continues to develop with life experiences. Understanding and raising your emotional intelligence is essential to your success and leadership potential. This book is an excellent resource for learning how to accomplish this. --Joan Price
--This text refers to the
Hardcover
edition.
Review
'Goleman explores how to develop raw emotional intelligence into emotional competency, which in turn can be used to turn difficult situations into rewarding ones' Independent
From the originator of the term 'emotional intelligence' and bestselling author of the book of the same name, this new study shows how its use at work is the key to both personal and corporate achievement. Psychologist Goleman writes with verve and clarity. He reveals why personal emotional intelligence - self-awareness, motivation and persistence, ability to handle emotion, getting on with people and leadership ability - matters much more than academic intelligence in getting both a job and success within a career. (Kirkus UK)
The author of the bestseller Emotional Intelligence (1995) expands on his earlier work by documenting the significance of emotional intelligence in the world of work at both the individual and organizational levels. Goleman, formerly a brain sciences editor for the New York Times and now the CEO of a consulting firm, Emotional Intelligence Services, asserts that emotional intelligence, more than IQ and technical knowhow, gives a valuable competitive edge to organizations and is crucial to the success of individuals, and he buttressed this assertion by citing both research studies and anecdotal evidence.(For newcomers to the concept, a summary of emotional intelligence is included in Appendix 1.) Emotional intelligence encompasses both personal and social competencies. Among the personal competencies are self-awareness, self-regulation, and motivation, while the social competencies include empathy and the various skills for inducing desirable responses in others. Goleman analyzes the various aspects of each skill and has a seemingly bottomless cache of stories demonstrating how people with and without these skills operate. For his examples, he draws heavily on corporate America - Ford, Intel, IBM, Xerox, etc. - but with a sprinkling of more esoteric subjects: Mike Tyson, WWII's Manhattan Project, and a generous sprinkling of foreign and multinational concerns. Happily, emotional intelligence is a quality that can be acquired. While not claiming to offer a self-help manual, Goleman presents specific guidelines for teaching emotional intelligence within an organization. Those wanting to set up such a training program and wishing more guidance than the basic principles offered here are invited to contact Goleman's firm for practical assistance. While the various qualities making up emotional intelligence occasionally tend to overlap and blur into each other, and the many case histories come to have a certain sameness, Goleman's essential message comes through loud and clear. (Kirkus Reviews)
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