New PDF release: EQ and leadership in Asia : using emotional intelligence to

By Sebastien Henry

Various experiences have supplied conclusive facts that Emotional Intelligence is essential in management within the company atmosphere. it's much more the most important in Asia the place there's a larger tendency for feelings to be hidden underneath the skin of day-by-day enterprise interactions. feelings are resources for a pacesetter whilst properly used, and a resource of disruption if overlooked. EQ and management in Asia presents enterprise leaders  Read more...

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Extra info for EQ and leadership in Asia : using emotional intelligence to lead and inspire your people

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Building trusting relationships leads to high social awareness because people tend to open up more and let us know how they truly feel deep inside. Because people also tend to give us genuine feedback, our own self-awareness gets reinforced. They help leaders like us to be aware of our blind spots. 1. Which one of the four would make the most positive contribution to your success as a leader if you were to develop it? indd 22 4/11/11 1:40:56 PM THE VARIOUS FACETS OF EI ᭣ 23 Do you need to become more aware of your own emotions, as sometimes you don’t really fully understand what’s going on down at the bottom of your own iceberg?

This chapter provides a reasonably clear idea of the various facets of emotional intelligence. This is all very well. But what if developing emotional intelligence doesn’t really serve you as a leader? Or worse, makes you a weak leader? That would not really be too inviting, would it? I address this concern in the next chapter. RESOURCES TO GO DEEPER . . pdf). indd 25 4/11/11 1:40:56 PM 26 ᭤ EQ AND LEADERSHIP IN ASIA NOTES 1. Actually and more fundamentally, the validity of emotional intelligence as a concept is still fiercely debated in the academic circles.

Academics have to make sure that the concepts and theories they promote abide by strict scientific standards. This requires that they use extremely strict definitions of each concept, and that the results they report could be reproduced by other teams for validation. Because of these major differences in what they are aiming at, debates are potentially endless: business leaders could describe the work of academics as impractical and boring. Which they do! And academics could qualify books for business leaders as superficial, without rigor or validity.

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