Working with Emotional Intelligence Paperback – Jan 4 2000
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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 nonprofit 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 nonprofit 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 an out of print or unavailable edition of this title.
From Publishers Weekly
Applying the lessons of his bestselling study Emotional Intelligence, Goleman has found that business success stems primarily from a workforce displaying initiative and empathy, adaptability and persuasiveness?i.e., key aspects of what he defines as emotional intelligence. He presents studies that show that IQ accounts for only between 4% and 25% of an individual's job success, whereas emotional competence (self-awareness, self-regulation and motivation) is twice as important as purely cognitive abilities in the workplace. These findings alone should shake up human resource departments that hire based on how good someone looks on paper. In sections like "Self-Mastery," "People Skills" and "Social Radar," Goleman uses anecdotes from the corporate trenches (and from his lecture tours) to isolate qualities, such as "trustworthiness" that are central to displays of emotional intelligence. These qualities, in turn, are broken down into sets of practices?"Act ethically and... above reproach"; "respect and relate well to people from other backgrounds"?that can be internalized for improved emotional intelligence quotients by individuals looking to get ahead, or managers seeking to revitalize the staff. These repetitive-sounding checklists can at times give the book the flavor of an overworked seminar presentation. Still, embedded within the linear format that emerges are many truly illuminating facts?that the real cost of employee turnover to a company is the equivalent of one full year of employee pay, for example?that show how critically important Goleman's thesis is to today's workplace.
Copyright 1998 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.
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Top Customer Reviews
Self awareness (Emotional Awareness, self-accessment, self-confidence)
Self Regulation (Self-Control, Trustworthiness, adaptiblity, innovation)
Motivation (achievement driven, commitment, initiative, optimism)
Empathy (understanding others, developing others, service oriented, politically aware),
Social skills (influence, conflict management, leadership, catalyst, building bonds, collaboration and cooperation, and team).
The book's frame-work focuses on the five competencies: Self-Awareness, Self-Regulation, Motivation, Empathy, and Social skills.
I liked the personal stories illustrating the positive effects of soft skills. The storie sources came from friends, associates, and research cases.
I disliked the conclusions drawn from the stories suggesting confidence in cause and effect of EQ results.
I liked what Dr Goleman was advocating about the importance of people skills: social radar, arts of influence, and collaboration and teams.
I disliked lack of detail methodology to achieve the desired results. I felt there was too much contrast between IQ verse EQ. The book provides a strong case argument for an investment in Emotional Intelligent.
One shocking point the author makes early in the book, states that the top 1 percent of the Emotionally Intelligent in the IT field are 1200 percent more productive. I would have liked to read more cases studies about these observations and conclusions for his study. That statement alone sparked a ton of curiousity about EQ. I'm very interested in learning how effective IT managers are in accessing the emotional needs of their employees and customers and how to implement EQ to improve performance.Read more ›
If you are looking for answers on how to modify your behavior to enhance your relationships, or working better with people, then you might have to look elsewhere.
In reading the book I felt like Mr. Goleman was trying to fill the pages rather than give concise content. This book would have been better at 1/4 the size.
Even with this entire book of loosely collected anecdotes, the auther still failed to convince me that his conclusion is based on serious, scientic research with logical analysis.
I think the auther is very biased on EQ vs IQ, the importance of EQ is overly stated. We all know IQ provides a basic framework/blueprint of a person, while EQ can really make a person excel compared with other people in similar IQ level. It should also put these two concepts in context, how important EQ/IQ in a person's success is really a variable, depending on what field, what job and what role a person is playing. In high-tech field, for example, for a technical position, I would rather hire a person with extraordinary IQ with average EQ, cause I know s/he could possibly perform as efficient as a group of 5 to10 people with average IQ. But for a tech manager position, a person with high EQ, reasonable IQ and profound knowledge in respective field would be a good fit. The way the author presents EQ is very simplistic and misleading!
Unlike IQ, we can continue to improve emotional intelligence. Working With Emotional Intelligence is not a how-to book in the usual sense. It will help any executive understand the importance of EI in all its diverse aspects as well as showing examples of strong and weak EI in individual and organizational contexts. Improving is not easy work.Read more ›
Most recent customer reviews
I think the material is excellent but I found the speakers voice and presentation annoying. He tried too hard to show emphasis with it seemed excessive raising and lowering of his... Read morePublished on Dec 18 2012 by Dr. Hans Boehnke
This book was recommended to me as a resource for emotional intelligence in the workplace. I was looking for something to give to managers here at my company and I also puchased... Read morePublished on June 19 2004 by Earl Jones
This is a wonderful book, and is truly an insightful look at what helps us to be successful in leadership positions in the workplace. Read morePublished on March 6 2004 by Michael Erisman
While I found this a helpful and inspiring book, the academic and statistician in me found parts of it hard to take. Read morePublished on Nov. 16 2003 by Nate Johnson
For those of you who may think that "IQ" doesn't matter much, read some real research:
Schmidt, F. L., & Hunter, J. E. (1998). Read more
I much prefer Goleman's first book. This book does not have the same depth or originality.Published on April 30 2003
Daniel Goleman followed up his bestselling classic Emotional Intelligence with this equally classic sequel that focuses on how emotional intelligence is applied in the workplace. Read morePublished on Jan. 8 2003 by Rolf Dobelli
Emotional Intelligence, or EQ, has been a big buzzword lately. In the wake of Enron and Worldcom, it's obvious that brilliance is not enough. So what is? Read morePublished on Dec 3 2002 by therosen
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