Putting Emotional Intelligence To Work: Successful Leadership is More Than IQ Review

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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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Handbook for Developing Emotional and Social Intelligence: Best Practices, Case Studies, and Strategies Review

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Handbook for Developing Emotional and Social Intelligence: Best Practices, Case Studies, and Strategies ReviewI want to highly recommend this book to anyone interested in developing and improving EI among their leaders and employees.
The editors of this book have selected individuals who are well known within the U.S. and internationally to write articles about emotional intelligence and how to improve it.
There are four sections to the book: 1) coaching and developing leaders; 2) teams and organizational cultures; 3) multiple perspectives assessments and their value; and 4) education leadership and students. As one who specializes in consulting and conducting research on EI assessments and EI in higher education, I also found all sections of the equally valuable for me and my associates.
One of the surprises in the book was the growth EI consulting in India and South Africa. The leadership in these nations are viewing EI as one of the ways to enhance human capital among their present and future leaders.
I was especially impressed by the articles on when enhanced EI derails leaders, advanced EI instrument interpretation, and the EI as it is associated with Catastrophic Leadership Failure {TM). In addition, the chapter on using both MBTI and EI together as was the chapter that discussed using both the EQ-i and MSCEIT(R). The use of multiple measurements strengthens the consultants capacity to help individuals and organization.
Like many edited books, there the quality of writing varies from average to excellent.
In conclusion, this book makes a valuable contribution to the science of developing higher levels of EI in leaders, employees, students, and organizations. Buy it!Handbook for Developing Emotional and Social Intelligence: Best Practices, Case Studies, and Strategies Overview

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The Why of Work: How Great Leaders Build Abundant Organizations That Win Review

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The Why of Work: How Great Leaders Build Abundant Organizations That Win Review
Dave and Wendy Ulrich organize the material in this book within a framework of seven questions. As you review the list, begin to formulate your answers.
1. What am I known for?
2. Where am I going?
3. Whom do I travel with?
4. How do I build a positive work environment?
5. What challenges interest me?
6. How do I respond to disposability and change?
7. What delights me?
They devote a separate chapter to each of these seven questions, focusing on real-world situations in which various people address the given issues each query raises. Perhaps your initial responses to the questions have begun to suggest what you would like to change. Perhaps they have evoked others. For example, which of the seven are the easiest for you to answer? Which are the most difficult? Is the answer to any one of them of greater importance to you than any others?
In the Preface, the Ulrichs explain what they hope their book will accomplish. They seem wholeheartedly committed to helping their reader to add substantial value in all areas of her or his own life (notably family, career, and community), and also to help their reader help others to do so. There are frequent references to meaning or the absence thereof. The Ulrichs share their thoughts and feelings about both the "why" and the "how" of meaning at work. "The why refers to the human search for meaning that finds its way into our offices and factories, a search that motivates, inspires, and defines us. The how gets us into the practicalities of how leaders facilitate that search personally and among their employees." Purpose gives both meaning and value to such initiatives. The Ulrichs characterize human beings as "meaning-making machines" who seek and often find inherent value in making sense of life.
Such meaning also has market value because "meaningful work solves real problems, contributes real benefits, and thus adds real value to customers and investors." In this context, the Ulrichs introduce their concept of the "abundant organization" and identify its dominant characteristics: "a work setting in which individuals coordinate their aspirations and actions to create meaning for themselves, value for stakeholders, and hope for humanity at large"; an organization that "has enough and to spare of the things that matter most": creativity, hope, resilience, determination, resourcefulness, and leadership; a profitable enterprise that concentrates on opportunities, potentialities, synergies, and fulfillment of a diversity of human needs and experiences; and especially when times are tough, a social as well as economic forces that can "bring order, integrity, and purpose out of chaos and disintegration."
An abundant organization gives meaning to everyone involved by offering a spiritual as well as physical environment within which to thrive as human beings; their contributions, in turn, create a decisive competitive advantage for the organization while increasing and enhancing its market as well as its social value.
In the final chapter and then in the Apppendix, the Ulrichs share their thoughts and feelings about the implications of the seven principles as well as actions of abundant organizations that they proposed in the first nine chapters. Once again they stress the importance of identifying and then resolving the root causes of both organizational and individual dysfunctionality and deterioration rather than merely respond to its symptoms. Once again, they reassert that the underlying cause of many (most?) problems in the workplace is a "deficit" of both meaning and purpose.
To become and then remain "abundant," an organization must help its people to leverage their strengths and serve their core values, meanwhile doing so with their career objectives in proper alignment with their organization's strategic objectives. That is the "Why" of their relationship. In this brilliant book, Dave and Wendy Ulrich also provide leaders with the "How," the information and counsel they need, to create an abundance of purpose and meaning both for themselves and for everyone else involved, at all levels and in all areas of the enterprise they share.The Why of Work: How Great Leaders Build Abundant Organizations That Win Overview

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How to Hit a Curveball: Confront and Overcome the Unexpected in Business Review

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How to Hit a Curveball: Confront and Overcome the Unexpected in Business ReviewBe prepared for the worst while expecting the best. "How to Hit a Curveball: Confront and Overcome the Unexpected in Business" is a guide for business leaders in dealing with the many challenges that come when life doesn't go according to plan. Scott R. Singe, investment banker, uses his own experiences to encourage business leaders to think on their feet and be prepared for the random changes life likes to throw at them. "How to Hit a Curveball" is a valuable guide that shouldn't be missed for the fast thinking businessman.
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Executive EQ: Emotional Intelligence in Leadership & Organizations Review

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Executive EQ: Emotional Intelligence in Leadership & Organizations ReviewReading through this book, I found myself repeatedly saying, "yes, that's exactly how I feel", or "ha! that's the way things ought to be.". This book clearly indicates what is wrong with the work culture of today. It also explains why, despite making good money, people still feel unsatisfied or incomplete. It gives you a good understanding of how to be a more complete and honest person/employee/manager. A must read for all those who are caught up in today's "intellectual and rationality first" work culture. A must read for all those who feel they are doing good, challenging, rewarding work and yet feel an immense sense of emptiness/hopelessness. Damn good book.....!Executive EQ: Emotional Intelligence in Leadership & Organizations Overview

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