Emotional Intelligence
Why It Can Matter More Than IQ
(Sprache: Englisch)
Everyone knows that high IQ is no guarantee of success, happiness, or virtue, but until the discoveries of modern brain researchers, theorists could only guess why. Daniel Goleman's fascinating report from the frontiers of psychology and neuroscience offers...
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Everyone knows that high IQ is no guarantee of success, happiness, or virtue, but until the discoveries of modern brain researchers, theorists could only guess why. Daniel Goleman's fascinating report from the frontiers of psychology and neuroscience offers us startling new insight into our "two minds" -- the rational and the emotional -- and how they together shape our destiny. Beginning deep in the brain, Emotional Intelligence shows us the exact mechanism of an "emotional hijack," when passion overcomes reason. Through vivid examples, Goleman then delineates the crucial skills of emotional intelligence, and shows how they determine our success in relationships and work, and even our physical well-being. What emerges is a crucial new way to talk about being smart. The final chapters reveal the possibilities -- and limits -- of "emotional literary," as it is taught by both parents and educators. The book concludes with a compelling vision of what true emotional intelligence means for us both as individuals and as a society. The message of this eye-opening book is one we must take to heart: the true "bell curve" for a democracy must measure emotional intelligence. Daniel Goleman offers a new vision of excellence and a vital new curriculum for life that can change the future for us and our children.
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The New YardstickThe rules for work are changing. We're being judged by a new yardstick: not just by how smart we are, or by our training and expertise, but also by how well we handle ourselves and each other. This yardstick is increasingly applied in choosing who will be hired and who will not, who will be let go and who retained, who passed over and who promoted.
The new rules predict who is most likely to become a star performer and who is most prone to derailing. And, no matter what field we work in currently, they measure the traits that are crucial to our marketability for future jobs.
These rules have little to do with what we were told was important in school; academic abilities are largely irrelevant to this standard. The new measure takes for granted having enough intellectual ability and technical know-how to do our jobs; it focuses instead on personal qualities, such as initiative and empathy, adaptability and persuasiveness.
This is no passing fad, nor just the management nostrum of the moment. The data that argue for taking it seriously are based on studies of tens of thousands of working people, in callings of every kind. The research distills with unprecedented precision which qualities mark a star performer. And it demonstrates which human abilities make up the greater part of the ingredients for excellence at work most especially for leadership.
If you work in a large organization, even now you are probably being evaluated in terms of these capabilities, though you may not know it. If you are applying for a job, you are likely to be scrutinized through this lens, though, again, no one will tell you so explicitly. Whatever your job, understanding how to cultivate these capabilities can be essential for success in your career.
If you are part of a management team, you need to consider whether your organization fosters these competencies or discourages them. To the degree your organizational climate nourishes these competencies,
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your organization will be more effective and productive. You will maximize your group's intelligence, the synergistic interaction of every person's best talents.
If you work for a small organization or for yourself, your ability to perform at peak depends to a very great extent on your having these abilities though almost certainly you were never taught them in school. Even so, your career will depend, to a greater or lesser extent, on how well you have mastered these capacities.
In a time with no guarantees of job security, when the very concept of a "job" is rapidly being replaced by "portable skills," these are prime qualities that make and keep us employable. Talked about loosely for decades under a variety of names, from "character" and "personality" to "soft skills" and "competence," there is at last a more precise understanding of these human talents, and a new name for them: emotional intelligence.
A Different Way of Being Smart
"I had the lowest cumulative grade point average ever in my engineering school," the codirector of a consulting firm tells me. "But when I joined the army and went to officer candidate school, I was number one in my class it was all about how you handle yourself, get along with people, work in teams, leadership. And that's what I find to be true in the world of work."
In other words, what matters is a different way of being smart. In my book Emotional Intelligence, my focus was primarily on education, though a short chapter dealt with implications for work and organizational life.
What caught me by utter surprise and delighted me was the flood of interest from the business community. Responding to a tidal wave of letters and faxes, e-mails and phone calls, requests to speak and consult, I found myself on a global odyssey, talking to thousands of people, from CEOs to secretaries, about what it means to bring
If you work for a small organization or for yourself, your ability to perform at peak depends to a very great extent on your having these abilities though almost certainly you were never taught them in school. Even so, your career will depend, to a greater or lesser extent, on how well you have mastered these capacities.
In a time with no guarantees of job security, when the very concept of a "job" is rapidly being replaced by "portable skills," these are prime qualities that make and keep us employable. Talked about loosely for decades under a variety of names, from "character" and "personality" to "soft skills" and "competence," there is at last a more precise understanding of these human talents, and a new name for them: emotional intelligence.
A Different Way of Being Smart
"I had the lowest cumulative grade point average ever in my engineering school," the codirector of a consulting firm tells me. "But when I joined the army and went to officer candidate school, I was number one in my class it was all about how you handle yourself, get along with people, work in teams, leadership. And that's what I find to be true in the world of work."
In other words, what matters is a different way of being smart. In my book Emotional Intelligence, my focus was primarily on education, though a short chapter dealt with implications for work and organizational life.
What caught me by utter surprise and delighted me was the flood of interest from the business community. Responding to a tidal wave of letters and faxes, e-mails and phone calls, requests to speak and consult, I found myself on a global odyssey, talking to thousands of people, from CEOs to secretaries, about what it means to bring
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Autoren-Porträt von Daniel Goleman
Daniel Goleman, PH.D. is also the author of the worldwide bestseller Working with Emotional Intelligence and is co-author of Primal Leadership: Learning to Lead with Emotional Intelligence, written with Richard Boyatzis and Annie McKee. Dr. Goleman received his Ph.D. from Harvard and reported on the brain and behavioral sciences for The New York Times for twelve years, where he was twice nominated for the Pulitzer Prize. He was awarded the American Psychological Association's Lifetime Achievement Award and is currently a Fellow of the American Association for the Advancement of Science His other books include Destructive Emotions, The Meditative Mind, The Creative Spirit, and Vital Lies, Simple Truths.
Bibliographische Angaben
- Autor: Daniel Goleman
- 1996, Internationale Ausgabe, 528 Seiten, Masse: 10,8 x 17,8 cm, Kartoniert (TB), Englisch
- Verlag: Bantam Books
- ISBN-10: 055384007X
- ISBN-13: 9780553840070
Sprache:
Englisch
Pressezitat
A thoughtfully written, persuasive account explaining emotional intelligence and why it can be crucial to your career. USA TodayGood news to the employee looking for advancement [and] a wake-up call to organizations and corporations. The Christian Science Monitor
Anyone interested in leadership . . . should get a copy of this book. In fact, I recommend it to all readers anywhere who want to see their organizations in the phone book in the year 2001. Warren Bennis, The New York Times Book Review
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