Working With Emotional IntelligenceRandom House Publishing Group, 7. 12. 2011. - 400 страница Do you have what it takes to succeed in your career? The secret of success is not what they taught you in school. What matters most is not IQ, not a business school degree, not even technical know-how or years of expertise. The single most important factor in job performance and advancement is emotional intelligence. Emotional intelligence is actually a set of skills that anyone can acquire, and in this practical guide, Daniel Goleman identifies them, explains their importance, and shows how they can be fostered. For leaders, emotional intelligence is almost 90 percent of what sets stars apart from the mediocre. As Goleman documents, it's the essential ingredient for reaching and staying at the top in any field, even in high-tech careers. And organizations that learn to operate in emotionally intelligent ways are the companies that will remain vital and dynamic in the competitive marketplace of today—and the future. |
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Страница 7
... goals. Also. women are not "smarter“ than men when it comes to emotional intelligence. nor are men superior to women. Each of us has a personal profile of strengths and weaknesses in these capacities. Some of us may be highly empathic ...
... goals. Also. women are not "smarter“ than men when it comes to emotional intelligence. nor are men superior to women. Each of us has a personal profile of strengths and weaknesses in these capacities. Some of us may be highly empathic ...
Страница 12
... on the job. After that. employers listed: I Listening and oral communication I Adaptability and creative responses to setbacks and obstacles I Personal management. confidence. tnotivation to work toward goals. a 12 BEYOND EXPERTISE.
... on the job. After that. employers listed: I Listening and oral communication I Adaptability and creative responses to setbacks and obstacles I Personal management. confidence. tnotivation to work toward goals. a 12 BEYOND EXPERTISE.
Страница 13
Daniel Goleman. I Personal management. confidence. tnotivation to work toward goals. a sense of wanting to develop one's career and take pride in accomplislunents I Group and interpersonal effectiveness. cooperativeness and teamwork ...
Daniel Goleman. I Personal management. confidence. tnotivation to work toward goals. a sense of wanting to develop one's career and take pride in accomplislunents I Group and interpersonal effectiveness. cooperativeness and teamwork ...
Страница 26
... goals (see Chapter 6) I Achievement drive: Striving to improve or meet a standard of excellence I Commitment: Aligning with the goals of the group or organization I Initiative: Readiness to act on opportunities I Optimism: Persistence ...
... goals (see Chapter 6) I Achievement drive: Striving to improve or meet a standard of excellence I Commitment: Aligning with the goals of the group or organization I Initiative: Readiness to act on opportunities I Optimism: Persistence ...
Страница 27
... goals Team capabilities: Creating group synergy in pursuing collective goals regulation and empathy: self-regulation and self-awareness contribute to motivation; all COMPETENCIES OF THE STARS 27.
... goals Team capabilities: Creating group synergy in pursuing collective goals regulation and empathy: self-regulation and self-awareness contribute to motivation; all COMPETENCIES OF THE STARS 27.
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31 | |
Selfomrol | 73 |
3 | 114 |
Social Radar | 131 |
4 | 232 |
Best Practices | 258 |
Taking the Organizational Pulse | 279 |
The Heart of Performance | 297 |
en | 326 |
Notes | 358 |
Index | 373 |
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