Customer Reviews

Linking Emotional Intelligence And Performance At Work: Current Research Evidence With Individuals and Groups

5 star:		(3)
4 star:		(1)
3 star:		(0)
2 star:		(0)
1 star:		(0)

 

 

The book's primary purposes are

1. to share leading edge research on the link between emotional intelligence (EI) and workplace performance and

2. to examine EI from a variety of vantage points, each with somewhat different ideas about EI.

The key question the book addresses is: Does EI influence work performance? The book's contributions do not allow the reader to come to a simple answer to this key question, but are extremely insightful and enlightening and, I believe, strongly suggest EI is a valid concept and has a crucial link to performance.

The contributions are all first-rate. As research-based chapters, the efforts of the contributors will appeal to academicians, but will also be appreciated by human resource professionals and line executives who want to probe into this critical topic more deeply than the plethora of books on EI spewing forth from a booming EI cottage industry. The book will be especially appealing to all who are interested in organizational psychology and behavior. Very highly recommended.

Does having some degree of Emotional Intelligence positively impact your ability to be a successful leader? For those of you wanting to dig deeper into the current research on emotional intelligence and work performance, this is an excellent resource.

Definitely valuable for anyone coaching senior leaders and work teams.

Well written, authors present coherent arguments, and the information is presented in a manner that is useful to both business managers AND academics. Definitely a keeper.

The book's primary purposes are

1. to share leading edge research on the link between emotional intelligence (EI) and workplace performance and

2. to examine EI from a variety of vantage points, each with somewhat different ideas about EI.

The key question the book addresses is: Does EI influence work performance? The book's contributions do not allow the reader to come to a simple answer to this key question, but are extremely insightful and enlightening and, I believe, strongly suggest EI is a valid concept and has a crucial link to performance.

The contributions are all first-rate. As research-based chapters, the efforts of the contributors will appeal to academicians, but will also be appreciated by human resource professionals and line executives who want to probe into this critical topic more deeply than the plethora of books on EI spewing forth from a booming EI cottage industry. The book will be especially appealing to all who are interested in organizational psychology and behavior. Very highly recommended.