Handbook for Developing Emotional and Social Intelligence. Best Practices, Case Studies, and Strategies

  • ID: 2211198
  • Book
  • 448 Pages
  • John Wiley and Sons Ltd
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Handbook for Developing EMOTIONAL AND SOCIAL INTELLIGENCE

The Handbook for Developing Emotional and Social Intelligence features a wealth of case studies, best practices, and proven tools that show how emotional and social intelligence can be harnessed to deliver improved individual, team, and organization effectiveness. Written for executive coaches, consultants, workplace learning, and human resource professionals, this book is designed for anyone who works with executives, managers, and teams to improve their effectiveness in relationships and productivity.

The book also includes proven strategies that can be used to help leaders and teams develop their emotional and social effectiveness.

In addition, the Handbook contains best practices and case studies of applications throughout the world of how emotional intelligence training and coaching programs have been used to rebuild effectiveness and team performance in every type of organization. The authors also demonstrate how the benefits of emotional and social intelligence reverberate in education from elementary school through MBA programs. The book includes testimonies from executives who have increased meaning, connection, and effectiveness in both the workplace and their personal lives.

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Forewordby James M. Kouzes xi

Acknowledgments xv

Introduction xvii

PART ONE Coaching: Working with Leaders 1

and Other Individuals

C H A P T E R 1 Coaching with Emotional and Social 3

Effectivenessby Marcia Hughes and James Bradford Terrell

C H A P T E R 2 Developing High Achievers Through 21

Emotional Intelligence: More Intelligent Than Emotionalby Geetu Bharwaney

C H A P T E R 3 Resonant Leadership for Results: 49

An Emotional and Social Intelligence Program for Change in South Africa and Cambodiaby Annie Mckee, Frances Johnston, Eddy Mwelwa, and Suzanne Rotondo

C H A P T E R 4 When Enhanced EI Is Associated with 73

Leadership Derailmentby Howard Book

C H A P T E R 5 Advanced EQ–i® Interpretation 97

Techniques: The Concepts of Drag, Balance, and Leverageby Rich Handley

C H A P T E R 6 Emotional Intelligence, Stress, and 111

Catastrophic Leadership Failureby Henry L. Thompson

PART TWO Teams, Organizations, and Cultures: 139

Working with Systems

C H A P T E R 7 Building Your Team s Confl ict–Resolution 141

Skills with Emotional and Social Intelligenceby Marcia Hughes

C H A P T E R 8 From Individual to Organizational 165

Emotional Intelligenceby Steven J. Stein

C H A P T E R 9 Zeroing in on Star Performance, 183by Diana Durek and Wendy Gordon

C H A P T E R 10 Emotional Intelligence: A View from 205

South Africaby Jopie de Beer, Nicola Taylor, Renate Scherrer, and Christina van der Merwe

P A R T T H R E E Multiple Perspectives: Combining 233

Wisdom

C H A P T E R 11 Personality Type and Emotional 235

Intelligence: Pragmatic Tools for the Effective Practitionerby Roger R. Pearman

C H A P T E R 12 Using the EQ–i® and MSCEIT® in 257

Tandem
by Henry L. Thompson

C H A P T E R 13 Integrating Appreciative Inquiry and 283

Emotional Intelligence for Optimal Coaching Resultsby G. Lee Salmon and James Bradford Terrell

C H A P T E R 14 Practical Perspectives on the Social 301

Within Emotional Intelligenceby Carina Fiedeldey–Van Dijk

P A R T F O U R Education: Leaders and Students 327

C H A P T E R 15 A Sustainable, Skill–Based Approach to 329

Building Emotionally Literate Schoolsby Marc A. Brackett, Janet Patti, Robin Stern, Susan E. Rivers, Nicole A. Elbertson, Christian Chisholm, and Peter Salovey

C H A P T E R 16 Developing Emotional, Social, and 359

Cognitive Intelligence Competencies in Managers and Leaders in Educational Settingsby Richard E. Boyatzis

C H A P T E R 17 Emotional Intelligence, Leadership, 379

and the School Administratorby James D.A. Parker, Howard E. Stone, and Laura M. Wood

Conclusion 399

Name Index 401

Subject Index 407

About the Editors 417

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Marcia Hughes
Henry L. Thompson Ph.D.
James Bradford Terrell
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