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Record Nr. |
UNINA9910861088603321 |
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Autore |
Higgs Malcolm |
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Titolo |
Leading with Emotional Intelligence : Effective Change Implementation in Today's Complex Context |
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Pubbl/distr/stampa |
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Cham : , : Springer International Publishing AG, , 2024 |
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©2024 |
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ISBN |
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Edizione |
[2nd ed.] |
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Descrizione fisica |
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1 online resource (313 pages) |
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Altri autori (Persone) |
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Disciplina |
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Lingua di pubblicazione |
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Formato |
Materiale a stampa |
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Livello bibliografico |
Monografia |
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Nota di contenuto |
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Intro -- Contents -- About the Authors -- List of Figures -- List of Tables -- 1: Introduction -- 1 Background -- 1.1 Emotional Intelligence -- 1.2 Development of Leadership Thinking -- 1.3 Leading With Emotional Intelligence -- 2 Structure of the Book -- 3 Conclusions -- Bibliography -- 2: The Importance of Emotional Intelligence -- 1 Introduction -- 1.1 General Definitions and Terminology -- 2 Building an Understanding -- 2.1 Self-Awareness -- 2.2 Emotional Management and Resilience -- 2.3 Self-Motivation -- 2.4 Empathising With Others -- 2.5 Managing Relationships With Others -- 2.6 Making Decisions in Complex Interpersonal Situations -- 2.7 Conscientiousness and Integrity -- 3 The Seven Elements of Emotional Intelligence -- 3.1 Self-Awareness -- 3.2 Emotional Resilience -- 3.3 Motivation -- 3.4 Interpersonal Sensitivity -- 3.5 Influence -- 3.6 Intuitiveness -- 3.7 Conscientiousness -- 4 Tough Love -- Bibliography -- 3: Does Emotional Intelligence Make a Difference? -- 1 Introduction -- 2 Design of the Emotional Intelligence Questionnaire -- 2.1 The Current Debate About EI -- 2.2 Lack of Clear, Defined EI Elements -- 3 Evidence That EI Can Predict or Explain Job Performance -- 3.1 EIQ Elements -- 3.2 Job Performance in the Private Sector -- 3.3 Job Performance in the Public Sector -- 3.4 Links to Another EI Questionnaire, Job Satisfaction and Stress -- 4 Does EI Add Value to Personality Data? -- 4.1 Job Performance -- 4.2 Happiness |
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and Psychological Well-Being -- 5 Conclusion: Support for Emotional Intelligence -- Bibliography -- 4: Measuring Emotional Intelligence -- 1 Introduction -- 2 Making an Initial Assessment -- 3 Refining the Assessment -- 4 Broadening the Assessment -- 5 Conclusion -- 5: Can Emotional Intelligence Be Developed? -- 1 Introduction -- 2 Developing or Exploiting?. |
3 An Overall Development Framework -- 3.1 Step 1: Identify My Need for Development -- 3.2 Step 2: Establish Clear Development Goals -- 3.3 Step 3: Establishing Priorities -- 3.4 Step 4: Developing an Action Plan -- 3.5 Stage 5: Implement Actions -- 3.6 Stage 6: Monitor and Review -- 4 Development Ideas -- 4.1 General Development Ideas -- 4.2 Ideas for Developing and Exploiting the Seven Elements -- 4.2.1 Self-Awareness -- 4.2.2 Emotional Resilience -- 4.2.3 Motivation -- 4.2.4 Interpersonal Sensitivity -- 4.2.5 Influence -- 4.2.6 Intuitiveness -- 4.2.7 Conscientiousness -- 4.3 Is There a Course? -- 5 Conclusion -- Bibliography -- 6: Developments in Leadership Thinking -- 1 Introduction -- 2 Background -- 2.1 Why Is There a Growing Interest in Leadership? -- 2.2 Leadership or Management? -- 2.3 The 'Long Line' -- 2.3.1 Trait Theory -- 2.3.2 Behavioural/Style Theories -- 2.3.3 Contingency Theories -- 2.3.4 Transformational Leadership -- 2.4 Leader Centricity -- 3 Recent Developments in Leadership Thinking -- 3.1 The Leader and the Organisation -- 4 Emotional Intelligence and Leadership -- 4.1 Evidence of Relationships Between Emotional Intelligence and Leadership -- 4.1.1 Emotional Intelligence and Leadership Levels -- 4.1.2 Emotional Intelligence and Leadership Potential -- 4.1.3 Emotional Intelligence and Leader Performance and Follower Commitment -- 4.1.4 Emotional Intelligence and Change Leadership -- 5 Summary and Conclusion -- Bibliography -- 7: The Leadership Context -- 1 Introduction -- 1.1 Complexity -- 2 Employee Commitment and Engagement -- 2.1 Nature of Work -- 2.2 Autonomy and Control -- 3 The Challenge of Change -- 4 Follower Commitment to Change -- 5 Leadership and Change -- 6 Summary and Conclusion -- Bibliography -- 8: A Model of Emotionally Intelligent Leadership -- 1 Background. |
2 Senior Managers' Emotional Intelligence and Leadership -- 3 Links Between Emotional Intelligence and Leadership -- 3.1 Support for 'EQ, IQ and MQ' From the Leadership Literature -- 3.2 Recent Developments in Leadership Theory -- 4 The Leadership Dimensions Questionnaire (LDQ) -- 4.1 Definitions of the LDQ Dimensions -- 4.2 The LDQ Leadership Model -- 4.3 A Revised Model for LDQ -- 5 The Three Leadership Styles -- 5.1 Organisational Context -- 5.2 Interpreting the Style Profiles -- 6 Leadership Performance and Follower Commitment Scales -- 7 Summary and Conclusion -- Bibliography -- 9: Developing Emotionally Intelligent Leadership -- 1 Introduction -- 2 A Development Framework -- 2.1 Step 1: Identify the Change Context -- 2.2 Step 2: Review Style Fit Profiles -- 2.3 Step 3: Assessing Your Own Profile Against the 'Best Fit' Profile -- 2.4 Step 4: Determining Development Priorities -- 2.5 Step 5: Plan Development Actions -- 2.6 Step 6: Implementation and Review -- 3 Conclusions -- 10: Emotionally Intelligent Leadership Teams -- 1 Introduction -- 2 The Growth in Importance of Teams -- 2.1 Drivers of Interest in Teams and Team Working -- 3 Research on Teams -- 4 Emotional Intelligence and Teams -- 4.1 Drivers -- 4.2 Constrainers -- 4.3 Intrapersonal and Interpersonal Enablers -- 5 Developing the Leadership Team -- 6 Case Example -- 7 Conclusions -- Bibliography -- 11: Emotionally Intelligent Leadership and Organisations -- 1 Introduction -- 2 Thinking About Organisations -- 2.1 Relationship to Emotional Intelligence -- 3 |
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Organisation Culture and Emotional Intelligence -- 3.1 A Framework for Considering Organisation Culture -- 3.1.1 Sociability -- 3.1.2 Solidarity -- 3.2 Emotional Intelligence Elements and Culture -- 4 Implications of the Cultural Impact on Emotional Intelligence. |
5 Can Organisations Be Emotionally Intelligent? -- 5.1 Implications -- 6 Research Into Emotional Intelligent Cultures -- 7 How Emotionally Intelligent Is My Organisation? -- 8 Developing Organisational Emotional Intelligence -- 9 Conclusions -- Bibliography -- 12: Dark Leadership and Emotional Intelligence -- 1 Drivers of Interest -- 2 Nature of Dark Leadership -- 2.1 Dark Leadership Behaviours -- 2.2 Dark Leadership Traits and Characteristics -- 3 Consequences of Dark Leadership -- 4 Ameliorating the Effects of Dark Leadership -- 5 Actions That Can Help to Avoid the Emergence of Dark Leadership or Reduce Its Impact -- 6 Emotional Intelligence and Dark Leadership -- 6.1 Self-Awareness -- 6.2 Emotional Resilience -- 6.3 Motivation -- 6.4 Interpersonal Sensitivity -- 6.5 Influence -- 6.6 Intuitiveness -- 6.7 Conscientiousness -- 7 Conclusions -- Bibliography -- 13: Leader Mindfulness and Emotional Intelligence -- 1 Introduction -- 2 Background -- 3 Mindfulness -- 3.1 Definitions of Mindfulness -- 3.2 Research into Mindfulness -- 3.3 Mindfulness and Leadership -- 3.4 Leader Mindfulness and Change -- 4 Leader Mindfulness and Emotionally Intelligent Leadership -- 5 Conclusions -- Bibliography -- 14: Concluding Thoughts -- 1 Introduction -- 2 Emotions in Organisations -- 3 People Are the Problem -- 4 Emotionally Intelligent Leadership -- 5 Applications of Emotionally Intelligent Leadership -- 5.1 Selection of People -- 5.1.1 Assessment of Potential -- 5.2 Career Coaching -- 6 Further Research -- 6.1 Applications to Selection and Potential Assessment -- 6.2 Emotionally Intelligent Leadership and Coaching -- 6.3 Feedback and Measures -- 6.4 Organisational Emotional Intelligence -- 6.5 Cross-cultural Applications and Evidence -- 6.6 Emotionally Intelligent Leadership and Individual Values Priorities. |
7 Conclusions -- Bibliography -- Appendix: 360° Leadership Dimensions Questionnaire: Sample Report -- Index. |
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