Leading Blog
APRIL 3, 2020
It is an approach that was born out of many years’ experience as corporate leaders ourselves and our experience developing organizational leaders using Emotional Intelligence approaches. We realized that leaders could be emotionally intelligent but also manipulative and self-serving. The Transpersonal Touchstone Explored.
The Practical Leader
APRIL 10, 2024
In Working with Emotional Intelligence , Daniel Goleman, reports, “a study by the Center for Creative Leadership of top American and European executives whose careers derailed, the inability to build and lead a team was one of the most common reasons for failure.” . “You haven’t asked us to help you.”
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Harvard Business Review
JUNE 21, 2012
My knowledge of corporate leaders' 360-degree feedback indicates that one out of four of them has a listening deficit—the effects of which can paralyze cross-unit collaboration, sink careers, and if it's the CEO with the deficit, derail the company. Conventional advice for better listening is to be emotionally intelligent and available.
Harvard Business Review
DECEMBER 27, 2016
” Having spent their careers looking through a patient-focused lens, physicians moving into executive positions might be expected to bring a patient-focused strategy. Core to the curriculum is emotional intelligence (with 360-degree feedback and executive coaching), teambuilding, conflict resolution, and situational leadership.
Harvard Business Review
FEBRUARY 23, 2012
It was led people by who have devoted their career to this topic and included Daniel Goleman, coiner of the term "emotional intelligence." To find the answer to that question I attended a session on leadership at the World Economic Forum in Davos.
Harvard Business Review
OCTOBER 19, 2018
Even though self-awareness — knowing who we are and how we’re seen — is important for job performance , career success , and leadership effectiveness , it’s in remarkably short supply in today’s workplace. Typically, if someone is unaware, there’s a consensus about their behavior (i.e.,
Harvard Business Review
FEBRUARY 18, 2011
Griffin is, I hear, not known for emotional intelligence. career: Avoid the term "change agent." This means that job #1 for a leader is to go native, immediately taking the side of the organization, uniting it against a common enemy, and building consensus on what "we" should do. He launches into tirades at meetings.
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