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 3
... kind. The research distills with unprecedented precision which qualities mark a star performer. And it demonstrates which human abilities make up the greater part of the ingredients for excellence at work—most especially for leadership ...
... kind. The research distills with unprecedented precision which qualities mark a star performer. And it demonstrates which human abilities make up the greater part of the ingredients for excellence at work—most especially for leadership ...
Страница 5
... kind. and the findings are astonishing: IQ takes second position to emotional intelligence in determining outstanding job performance. Analyses done by dozens of different experts in close to five hundred corporations. government ...
... kind. and the findings are astonishing: IQ takes second position to emotional intelligence in determining outstanding job performance. Analyses done by dozens of different experts in close to five hundred corporations. government ...
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... kind of epiphany for him: “Those are exactly the abilities we had to build up to make us an efifective learning organization.“ A I097 survey of benchmark practices among major corporations. done by the American Society for Training and ...
... kind of epiphany for him: “Those are exactly the abilities we had to build up to make us an efifective learning organization.“ A I097 survey of benchmark practices among major corporations. done by the American Society for Training and ...
Страница 9
... kind of productivity. And structural fixes or technological advances alone are not enough: As at the California biotech firm. streamlining or other innovations often create new problems that cry out for even greater emotional ...
... kind of productivity. And structural fixes or technological advances alone are not enough: As at the California biotech firm. streamlining or other innovations often create new problems that cry out for even greater emotional ...
Страница 17
... kind.' McClelland“s original insight was rooted in work he had done for corporations and in organizations such as the U.S. State Department. where he had been asked to assess the capabilities of outstanding foreign-service officers. the ...
... kind.' McClelland“s original insight was rooted in work he had done for corporations and in organizations such as the U.S. State Department. where he had been asked to assess the capabilities of outstanding foreign-service officers. the ...
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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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