The EQ Leader

Instilling Passion, Creating Shared Goals, and Building Meaningful Organizations through Emotional Intelligence
 
 
Standards Information Network (Verlag)
  • erschienen am 5. April 2017
  • |
  • 368 Seiten
 
E-Book | PDF mit Adobe-DRM | Systemvoraussetzungen
978-1-119-34901-3 (ISBN)
 
A roadmap to success for tomorrow's leaders
The EQ Leader provides an evidence-based model for exceptional leadership, and a four-pillar roadmap for real-world practice. Data collected from thousands of the world's best leaders--and their subordinates--reveals the keys to success: authenticity, coaching, insight, and innovation. By incorporating these methods into their everyday workflow, these leaders have propelled their teams to heights great enough to highlight the divide between successful and not-so-successful leadership. This book shows you how to put these key factors to work in your own practice, with clear examples and concrete steps for improving skills and competencies. New data from the author's own research into executive functioning describes the neurological aspects of leadership, and a deep look at the leaders of tomorrow delves into the fundamental differences that set them apart--and fuel their achievement.
Leadership is changing, both in look and practice; strictly authoritative approaches are quickly losing ground as today's workers discover the power of collaboration and the importance of interpersonal awareness. This book provides step-by-step guidance for leading from within this space, with evidence-based approaches for success.
* Lead authentically to inspire and motivate others
* Support employee's needs and nurture development
* Communicate with purpose, meaning, and vision
* Foster ingenuity, imagination, and autonomous thinking
An organization's success rests on the backs of its leadership. At all levels, true leadership is about much more than management and task distribution--it's about commitment, collaboration, nurturing talent, developing skills, fostering relationships, and so much more. The EQ Leader integrates the essential factors of successful leadership into a concrete blueprint for the future's leaders.
weitere Ausgaben werden ermittelt
STEVEN J. STEIN, PHD, is a clinical psychologist and the founder and CEO of Multi-Health Systems (MHS), Inc., a leading publisher of scientifically validated assessments. He is a former chair of the Psychology Foundation of Canada, former president of the Ontario Psychological Association, and former assistant professor in the Department of Psychiatry at the University of Toronto. He teaches at the Directors College of Canada, a university-accredited corporate director education program.
1 - The EQ Leader [Seite 1]
2 - Contents [Seite 9]
3 - Chapter 1: Leadership: What Do We Really Know about Leadership? [Seite 17]
3.1 - The Leadership Explosion [Seite 18]
3.1.1 - Leader's View [Seite 18]
3.1.2 - Observer's View [Seite 18]
3.1.3 - Researcher's View [Seite 19]
3.2 - Leadership: What's the Status? [Seite 20]
3.3 - Promoting Leaders from Within [Seite 21]
3.4 - Yesterday's Leaders [Seite 22]
3.5 - Today's Leaders [Seite 23]
3.6 - Tomorrow's Leaders [Seite 25]
3.7 - Good Leader, Bad Leader [Seite 25]
4 - Chapter 2: What Have We Learned about Leadership? [Seite 29]
4.1 - Defining Leadership [Seite 30]
4.2 - Measuring Leadership [Seite 31]
4.3 - Political Leaders [Seite 32]
4.4 - Understanding the Ideal Political Candidate [Seite 32]
4.4.1 - Comparing Trump and Clinton to the Ideal [Seite 34]
4.5 - How Researchers Have Looked at Leadership [Seite 36]
4.5.1 - Standing Out [Seite 36]
4.5.2 - Approval Ratings [Seite 38]
4.5.3 - Leader Effectiveness [Seite 38]
4.5.4 - Team Performance [Seite 39]
5 - Chapter 3: Leadership: Why Emotional Intelligence? [Seite 41]
5.1 - The Evolution of Intelligences [Seite 42]
5.2 - What Is IQ? [Seite 44]
5.3 - What Is Emotional Intelligence? [Seite 44]
5.4 - How Does the MSCEIT Relate to Leadership? [Seite 49]
5.5 - The Self-Report of Emotional Intelligence [Seite 51]
5.6 - Other Models [Seite 54]
5.7 - Can Self-Reporting Emotional Intelligence Be Valid? [Seite 54]
5.8 - Self-Report Emotional Intelligence, IQ, Personality, and Work Performance [Seite 55]
6 - Chapter 4: Emotional Contagion [Seite 59]
6.1 - Spreading Emotions @work [Seite 61]
6.2 - Emotional Temperature [Seite 62]
6.3 - A Tale of Two Leaders [Seite 63]
6.4 - What Does the Research Say about Emotional Contagion? [Seite 67]
6.5 - How Does a Leader's Emotional Intelligence Affect Others? [Seite 69]
7 - Part I: The Building Blocks of Emotional Intelligence [Seite 71]
7.1 - Chapter 5: Self-Perception: Know Thyself [Seite 73]
7.1.1 - Emotional Self-Awareness: Know Your Feelings [Seite 75]
7.1.2 - Changing Your Perception of Stress [Seite 77]
7.1.3 - Looking at Self-Awareness and Self-Regard [Seite 78]
7.1.4 - How Does Self-Regard Relate to Leadership? [Seite 79]
7.1.5 - Self-Regard and Toxic Leadership [Seite 82]
7.1.6 - Does Leader Self-Perception Relate to Subordinates' Performance? [Seite 83]
7.1.7 - Discovering Your Self-Regard [Seite 84]
7.1.7.1 - What Do We Know about People Who Score High in Self-Regard? [Seite 85]
7.1.8 - Emotional Self-Regard: What to Do about It [Seite 85]
7.1.9 - Know Thyself-Self-Actualization [Seite 86]
7.1.10 - Gauging Self-Actualization [Seite 88]
8 - Part II: Self-Expression and Leadership [Seite 91]
8.1 - Chapter 6: Self-Expression: Communication throughWords and Action [Seite 93]
8.1.1 - Your Emotional Expression [Seite 95]
8.1.2 - What Emotions Motivate Your Staff? [Seite 99]
8.1.3 - How Can You Better Express Yourself? [Seite 101]
8.1.4 - Asserting Yourself [Seite 101]
8.1.5 - How Assertiveness Impacts Leaders across Cultures [Seite 103]
8.1.6 - Becoming More Independent [Seite 106]
9 - Part III: Interpersonal Abilities and Leadership [Seite 111]
9.1 - Chapter 7: Interpersonal: Creating the Bonds of Trust [Seite 113]
9.1.1 - Developing Your Interpersonal Skills [Seite 115]
9.1.2 - The Importance of Influence [Seite 116]
9.1.3 - What Leaders Need to Know about Empathy [Seite 120]
9.1.4 - How Important Is Empathy in a Leader? [Seite 123]
9.1.5 - Empathy and Emerging Leaders [Seite 123]
9.1.6 - Empathy and Gender [Seite 125]
9.1.7 - Empathy around the World [Seite 126]
9.1.8 - Empathy: What Can We Do about It? [Seite 127]
9.1.9 - Social Responsibility and Work [Seite 131]
9.1.10 - What about the Bottom Line? [Seite 133]
9.1.11 - Social Responsibility Internationally [Seite 134]
9.1.12 - Increasing Your Social Responsibility [Seite 135]
10 - Part IV: Decision Making and Leadership [Seite 139]
10.1 - Chapter 8: Making Better Decisions: Emotionally [Seite 141]
10.1.1 - Trusting Your Instincts [Seite 141]
10.1.2 - Problem Solving [Seite 142]
10.1.3 - The Mood You're In [Seite 144]
10.1.4 - The Mood You Create [Seite 145]
10.1.5 - How Those ``Incidental´´ Emotions Can Affect You [Seite 146]
10.1.6 - The Influence of Positive Emotions [Seite 148]
10.1.7 - The Direct Effects of Emotion [Seite 152]
10.1.8 - What about the Object of the Decision? [Seite 153]
10.1.8.1 - Immediate Gratification: What about the Brain? [Seite 155]
10.1.9 - Making Decisions: Feelings versus Calculations [Seite 156]
10.1.10 - How Subjective Are Our Feelings? [Seite 157]
10.1.11 - Deciding with Feelings or Logic [Seite 158]
10.1.12 - Emotional Decision Making and the Brain [Seite 159]
10.1.13 - Making Strategic Business Decisions [Seite 160]
10.1.14 - Decision Making and Reality Testing: Which Emotions When? [Seite 161]
10.1.15 - Impulse Control and Decision Making [Seite 163]
11 - Part V: Stress Management and Leadership [Seite 167]
11.1 - Chapter 9: Stress Management and Leadership [Seite 169]
11.1.1 - Stress Tolerance and Leadership [Seite 173]
11.1.2 - How Can You Better Manage Your Time? [Seite 175]
11.1.3 - The Half-Full Glass [Seite 176]
12 - Part VI: The Four Pillars of Successful Leadership: Development of theModel [Seite 181]
12.1 - Chapter 10: The Four Pillars of Successful Leadership: Developing the Model [Seite 183]
12.1.1 - Developing the Four-Pillar Model: Theories of Leadership [Seite 184]
12.1.2 - Developing the Four-Pillar Model: Collecting and Analyzing the Data [Seite 186]
12.1.3 - The Four Pillars [Seite 190]
12.1.3.1 - Authenticity [Seite 190]
12.1.3.2 - Coaching [Seite 191]
12.1.3.3 - Insight [Seite 191]
12.1.3.4 - Innovation [Seite 192]
12.1.4 - Emotional Intelligence and Derailers [Seite 193]
12.1.4.1 - High Emotional Intelligence and Leader Success [Seite 194]
12.2 - Chapter 11: Pillar I: Developing Authenticity [Seite 197]
12.2.1 - Authenticity [Seite 197]
12.2.2 - Becoming a More Authentic Leader [Seite 198]
12.2.3 - Becoming More Authentic [Seite 200]
12.2.3.1 - Self-Actualization [Seite 200]
12.2.3.2 - Capitalize on Strengths [Seite 201]
12.2.3.3 - Be Real/Transparent [Seite 201]
12.2.3.4 - Emotional Self-Awareness [Seite 203]
12.2.3.5 - Be a Role Model [Seite 203]
12.2.3.6 - Weigh the Evidence [Seite 204]
12.2.3.7 - Reality Testing [Seite 204]
12.2.3.8 - Fearing the Worst, or Sugarcoating Reality? [Seite 205]
12.2.3.9 - Opening the Books [Seite 205]
12.2.3.10 - Be Socially Responsible [Seite 205]
12.2.3.11 - Reflect and Focus [Seite 206]
12.2.3.12 - Inspiring Initiative [Seite 207]
12.2.3.13 - Independence [Seite 207]
12.2.3.14 - Stay Connected [Seite 208]
12.2.3.15 - Listening to Feedback [Seite 208]
12.2.4 - Summary [Seite 209]
12.2.5 - Example of Authentic Leadership [Seite 210]
12.2.5.1 - Who Is Authentic? [Seite 210]
12.2.6 - Being Real and the Culture of Reality TV [Seite 211]
12.2.7 - Why Is This Relevant to Leadership? [Seite 212]
12.3 - Chapter 12: Pillar II: Developing Leader Coaches [Seite 215]
12.3.1 - Coaching [Seite 215]
12.3.2 - What Is a Coaching Leader? [Seite 217]
12.3.3 - Better Conversations [Seite 218]
12.3.4 - Develop Strengths [Seite 219]
12.3.5 - Emotional Skills [Seite 220]
12.3.5.1 - Self-Actualization [Seite 220]
12.3.5.2 - Empathy [Seite 220]
12.3.5.3 - Kick It up a Notch [Seite 221]
12.3.5.4 - Watching a Pro [Seite 222]
12.3.5.5 - Interpersonal Relationships [Seite 222]
12.3.5.6 - Balance Recognition with Constructive Feedback [Seite 223]
12.3.5.7 - Take the Extra Step [Seite 223]
12.3.5.8 - Assertiveness [Seite 223]
12.3.5.9 - Knowing Where You Stand [Seite 224]
12.3.5.10 - Crossing the Aggression Line [Seite 225]
12.3.5.11 - Emotional Self-Awareness [Seite 225]
12.3.6 - Example of Coaching Leadership [Seite 225]
12.4 - Chapter 13: Pillar III: Developing Insight [Seite 229]
12.4.1 - Insight [Seite 229]
12.4.2 - Discovering Your Purpose [Seite 231]
12.4.3 - Communicating the Purpose [Seite 232]
12.4.4 - What Is an Insightful Leader? [Seite 233]
12.4.5 - Self-Actualization [Seite 233]
12.4.5.1 - Optimism [Seite 234]
12.4.5.2 - Modify Your Language [Seite 234]
12.4.5.3 - Self-Regard [Seite 235]
12.4.5.4 - Be Mindful of Your Weaknesses [Seite 236]
12.4.5.5 - Focus on Your Strengths [Seite 236]
12.4.5.6 - Modesty Is the Best Policy [Seite 236]
12.4.5.7 - Social Responsibility [Seite 236]
12.4.5.8 - Reflect and Focus [Seite 237]
12.4.5.9 - Inspiring Initiative [Seite 237]
12.4.5.10 - Interpersonal Relationships [Seite 238]
12.4.5.11 - Emotional Expression [Seite 238]
12.4.5.12 - Be a Role Model [Seite 239]
12.4.5.13 - Weigh the Evidence [Seite 239]
12.4.5.14 - The Importance of Insight [Seite 239]
12.4.5.15 - Who Exemplifies Insightful Leadership? [Seite 239]
12.5 - Chapter 14: Pillar IV: Developing Innovation [Seite 243]
12.5.1 - Innovation [Seite 243]
12.5.2 - Examples of Innovative Leaders [Seite 245]
12.5.2.1 - Lead with Passion and Vision [Seite 245]
12.5.2.2 - Strive for Simplicity [Seite 246]
12.5.2.3 - Look for Connections [Seite 246]
12.5.2.4 - Share a Story and Sell Dreams [Seite 246]
12.5.2.5 - Listen to Yourself [Seite 246]
12.5.3 - What Is an Innovative Leader? [Seite 247]
12.5.4 - Self-Actualization [Seite 247]
12.5.4.1 - Independence [Seite 248]
12.5.4.2 - Stay Connected [Seite 248]
12.5.4.3 - Listening to Feedback [Seite 249]
12.5.4.4 - Problem Solving [Seite 249]
12.5.4.5 - Seek Understanding First [Seite 250]
12.5.4.6 - Set the Emotional Stage [Seite 251]
12.5.4.7 - Assertiveness [Seite 251]
12.5.4.8 - Flexibility [Seite 251]
12.5.4.9 - Remain True to Your Convictions [Seite 252]
12.5.4.10 - Establish a Culture of Innovation [Seite 253]
12.5.4.11 - Optimism [Seite 253]
12.5.5 - Case Example: The MHS Hackathon [Seite 254]
12.5.6 - What Do Participants Produce? [Seite 256]
12.5.7 - Developing the Ideas [Seite 258]
12.6 - Chapter 15: What 360s Can Tell Us about Leaders and Potential Leaders [Seite 259]
12.6.1 - How Can We Better Assess High Potentials or Emerging Leaders? [Seite 259]
12.6.1.1 - Learning Agility [Seite 260]
12.6.1.2 - Communication Skills [Seite 261]
12.6.1.3 - Emotional Intelligence [Seite 261]
12.6.1.4 - Resilience/Flexibility [Seite 261]
12.6.1.5 - Quest for Excellence [Seite 261]
12.6.1.6 - Self-Confidence [Seite 261]
12.6.1.7 - Creativity and Innovation [Seite 261]
12.6.1.8 - Moral Courage [Seite 261]
12.6.1.9 - Accountability [Seite 262]
12.6.1.10 - Cultural Adaptability [Seite 262]
12.6.1.11 - Decisiveness [Seite 262]
12.6.1.12 - Personal Organization and Planning [Seite 262]
12.6.2 - How Do Self versus Others Leadership EQ 360 Ratings Compare? Or Do Leaders Overrate Themselves? [Seite 264]
12.6.3 - International Trends in Leadership [Seite 270]
12.6.4 - How the Countries Ranked [Seite 273]
12.6.5 - Emotional Intelligence and the GLOBE Theory [Seite 274]
12.6.6 - Leadership Orientations and Emotional Intelligence [Seite 277]
12.7 - Chapter 16: Entrepreneurial Leadership and EQ [Seite 281]
12.7.1 - The EQ Leader: Entrepreneurial CEOs [Seite 281]
12.7.2 - Succeeding in a Small Enterprise: Success Running a Dentist Office [Seite 286]
12.7.3 - What Does It Take to Be an Entrepreneur? [Seite 288]
12.7.4 - Musician Entrepreneurs [Seite 290]
12.8 - Chapter 17: Some New Things We're Learning about Leadership [Seite 299]
12.8.1 - This Chapter [Seite 299]
12.8.2 - Neuroscience and Leadership [Seite 300]
12.8.3 - How Do We Manage Change? [Seite 303]
12.8.4 - How Gen Zers Will Impact the Workplace [Seite 306]
12.8.5 - How Does the Servant Leader Model Relate to Emotional Intelligence? [Seite 309]
12.8.6 - Leading from the Top: Effective Boards of Directors [Seite 313]
12.8.7 - What Can We Learn from Unusual Leaders? [Seite 318]
12.8.8 - Using the Four Pillars [Seite 322]
12.8.9 - Investing in Improving Leaders' Emotional Intelligence [Seite 322]
12.8.10 - A Study Increasing Leaders' Emotional Intelligence [Seite 324]
12.8.11 - Emotional Intelligence Training in Organizations [Seite 326]
13 - Notes [Seite 327]
14 - Acknowledgments [Seite 349]
15 - About the Author [Seite 351]
16 - Index [Seite 353]
17 - End User License Agreement [Seite 371]

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