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In Working with Emotional Intelligence (Bantam Books, 1998), Goleman developed the argument that non-cognitive skills can matter as much as IQ for workplace success, and made a similar argument for leadership effectiveness in Primal Leadership (Harvard Business School Press, 2001).
Boyatzis' major contributions to the competence human resource theory started with his pioneering study The Competent Manager (1982). He is the author of more than 200 scholarly articles and 75 practitioner articles on coaching, leadership, competencies, emotional intelligence, neuroscience and management education.
Emotional intelligence (EI), also known as emotional quotient (EQ), is the ability to perceive, use, understand, manage, and handle emotions.High emotional intelligence includes emotional recognition of emotions of the self and others, using emotional information to guide thinking and behavior, discerning between and labeling of different feelings, and adjusting emotions to adapt to environments.
Six Seconds is a California-based [1] international 501(c)3 non-profit organization that researches and teaches emotional intelligence. [2] Founded in 1997, Six Seconds is the first and largest organization dedicated to the development of emotional intelligence, [3] with offices in 10 countries and agents in about 50.
Reuven Bar-On is an Israeli psychologist and one of the leading pioneers, theorists and researchers in emotional intelligence. [1] Bar-On is thought to be the first to introduce the concept of an “EQ” (“Emotional Quotient”) to measure “emotional and social competence”, [2] [3] although the acronym was used earlier to describe ideas that were not associated with emotional ...
Emotional competence and emotional capital refer to the essential set of personal and social skills to recognize, interpret, and respond constructively to emotions in oneself and others. The term implies an ease around others and determines one's ability to effectively and successfully lead and express.
In reviewing the older leadership theories, Scouller highlighted certain limitations in relation to the development of a leader's skill and effectiveness: [3] Trait theory: As Stogdill (1948) [4] and Buchanan & Huczynski (1997) had previously pointed out, this approach has failed to develop a universally agreed list of leadership qualities and "successful leaders seem to defy classification ...
Over the years, many reviewers of trait leadership theory have commented that this approach to leadership is "too simplistic", [41] and "futile". [42] Additionally, scholars have noted that trait leadership theory usually only focuses on how leader effectiveness is perceived by followers [23] rather than a leader's actual effectiveness. [8]