Emotional Skills for Managers

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65 pages
Sprache:
 English
While high IQ will get you the job, it is more important for success to have emotional intelligence, to control emotions, read the moods of people, persist despite adversity, and get along with others
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Über den Autor

Samuel A Malone is a self-employed training consultant, lecturer and author. He is the author of 21 books published in Ireland, the UK and abroad on learning, personal development, study skills and business management.  Some of his books have gone into foreign translations and second...

Description
Content

  • About the Author
  • Introduction
  1. Emotional Intelligence for Managers
    1. What is Emotional Intelligence (EI)?
    2. Importance of EI
    3. Case for EI
    4. The Case against EI
    5. How is EI Acquired?
    6. Benefits of EI
    7. Characteristics of Poor Managers
    8. A Model for Understanding Toxic Managers
    9. Improving EI
    10. RULER - Evidenced Based Approach to Social and Emotional Learning
    11. Acronym CRIME for Improved EI
    12. EI-Based Management Skills
    13. Summary Learning Map of Book
    14. Fifteen Activities to Improve your EI (EQ) Skills
  • Acknowledgements
  • References and Bibliography

Emotional intelligent (EI) managers have good people skills to succeed in their personal and business lives. EI rather than IQ is a better predictor of success, and a combination of both is needed for success in the workplace. IQ is a good predictor of the necessary general education and technical skills. However, many people with high IQ fail to get promoted because they lack people skills. While high IQ will get you the job, it is more important for success to have emotional intelligence, to control emotions, read the moods of people, persist despite adversity, and get along with others.

About the author

Samuel A Malone is a self-employed training consultant, lecturer and author. He is the author of 21 books published in Ireland, the UK and abroad on learning, personal development, study skills and business management.  Some of his books have gone into foreign translations and second editions. He has an M.Ed. with distinction (in training and development) from the University of Sheffield and is a qualified Chartered Management Accountant (ACMA), Chartered Global Management Accountant (CGMA) and a Chartered Secretary (ACIS). He is a fellow of the Irish Institute of Training and Development (FIITD).