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Working With Emotional Intelligence

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Working With Emotional Intelligence


15 min read
10 take-aways
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What's inside?

Emotions convey lessons you – and your organization – need to know. First step: self-awareness, for you and the company.

Editorial Rating



  • Innovative
  • Applicable


Author Daniel Goleman applies the rules of "emotional intelligence" to the workplace. Being intelligent counts in the world of business, but the interpersonal smarts referred to as "emotional competencies" count even more. Goleman, who wrote the seminal book Emotional Intelligence, underscores his conclusion with numerous studies and anecdotes, showing that those who have "people skills" are likelier to succeed. Skills that help teams collaborate are increasingly important as coalition building emerges as the model for getting things done. Goleman includes thorough guidelines for implementing effective "EQ" training programs. Companies that train managers in "emotional competencies" reap concrete business benefits: increased sales, more seamless teamwork, and constant improvement based on analysis and feedback. getAbstract highly recommends this well-written book on how understanding feelings adds to your bottom line.


People Who Like People

Managers today worry about losing their jobs – and with good reason. The days of working 30 years for one company and then retiring are done. An advanced degree and technical know-how do not guarantee that you will keep your job. Evidence reveals that today's employers seek new hires who have better listening skills, who accept criticism well, whose personalities exhibit overall situational flexibility and who are self-directed. Companies now need employees with "people skills." In the modern workforce, "emotional intelligence" or "EQ," offers a more complete measure of professional success than IQ. Many studies show that IQ without an emotional component is not enough for success. But, in contrast to cognitive intellect, you can improve your emotional intelligence.

The emotional competencies necessary for success include the ability to self-start, grasp personality-based politics and get along with others. Companies prize these skills more than know-how. Studies probing different angles of what you need to be a "top performer" all yield the same startling result: most companies feel that interpersonal skills are more important to job excellence...

About the Author

Daniel Goleman received his Ph.D. from Harvard and is Co-Director of the Consortium for Research on Emotional Intelligence in Organizations at Rutgers University. He is the author of many books, including the groundbreaking Emotional Intelligence.

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    K. S. 9 years ago
    where do i download a summary of this book (2000 version)
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      9 years ago
      Hello Khatija,

      Thank you for your comment regarding downloading this summary. Please be advised, I have sent you an email to your personal email address regarding downloading the summary.

      Thank you,
      Your getAbstract Team
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    p. h. 1 decade ago
    The observations in getAbstract are totally on target. I have worked in the corporate world (public and private sectors) for over thirty years. Most of the positions I have held have been in fortune 400 companies (or better) at a senior executive level.
    Pepperdine University turned me on to the work in September 2011. Once it arrived I read it from cover to cover without stopping. I found the case studies and related leadership dilemmas relevant to the semiotic domains of U.S. corporations and our government in modern times.

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