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Putting Emotional Intelligence To Work: Successful Leadership is More Than IQ ReviewWhile I found the material in the book to be useful, the idea of emotional intelligence is not a new concept. I found it interesting that there are many occassions where the author quotes Carl Rogers and his knowledge of emotional intelligence. I found this interesting because the concept of emotional intelligence was not put forth by Carl Rogers, rather it was put forth by Howard Gardner who believed standardized IQ tests do not fully measure a persons cognitive ability.Carl Rogers, on the other hand, put forth the concept of client-centered therapy later changing the name to the person centered approach. A key to Rogers approach was giving the client or person unconditional positive regard. Now, I don't disagree with this approach and I think Rogers had a great deal of emotional intelligence. But when I saw the title contained "Emotional Intelligence," I expected the book to mention Gardner or Thorndike or Daniel Goleman who popularized the concept in the mid 90's. In Gardner's theory, he suggests that perhaps the part of the brain that controls emotional intelligence is more developed in some individuals than others. That is the theory behind the various intelligences he put forth.
As I was reading the conversations between the author and Rogers, it is obvious (to me) that Rogers used his person centered approach. Again, creating an atmosphere where the author could say anything and he didn't have to fear rejection from Rogers. This is the unconditional positive regard. This is the concept the author is attempting to get across to business executives. Create an atmosphere where employees feel free to express their ideas without fear of rejection. The idea may not be something that could be used, but if they feel their ideas are valued and will not be laughed at, it will increase their creative input. Rogers was also noted for not giving advice, rather, he would reflect back to the person what they said, let them think about it and come to their own conclusion.
The author also mentions Theory Z in the book, which is a Japanese style of managment. While he praises this management style, what he fails to mention or get across is the cultural difference. Japan is a collectivist culture whereas America is an individualistic culture. For the collectivist, it is a group effort and if one individual succeeds it is the whole group who is recognized.For the individualist, it is an individual effort and if the individual succeeds, the individual is recognized. Considering the cultural differences, would it be possible to successfully implement this management style within an individualistic culture.
Simply put, what it all comes down to is how well does one get along with others? To me, the book is filled with old concepts but repackaged and sold in a different way. Perhaps all we really needed to know we learned in kindergarten?
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