Working with Emotional Intelligence
By (author) Daniel Goleman
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Working with Emotional Intelligence by Daniel Goleman
Book DescriptionDo you want to be more successful at work? Do you want to improve your chances of promotion? Do you want to get on better with your colleagues? Daniel Goleman draws on unparalleled access to business leaders around the world and the thorough research that is his trademark. He demonstrates that emotional intelligence at work matters twice as much as cognitive abilities such as IQ or technical expertise in this inspiring sequel.
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Book DetailsISBN: 9780747543848
(198mm x 129mm x 26mm)
Imprint: Bloomsbury Publishing PLC
Publisher: Bloomsbury Publishing PLC
Publish Date: 29-Jun-1999
Country of Publication: United Kingdom
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UK Kirkus Review » 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)
US Kirkus Review » 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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