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Working with Emotional Intelligence Paperback – January 4, 2000


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Editorial Reviews

Amazon.com Review

Working With Emotional Intelligence takes the concepts from Daniel Goleman's bestseller, Emotional Intelligence, into the workplace. Business leaders and outstanding performers are not defined by their IQs or even their job skills, but by their "emotional intelligence": a set of competencies that distinguishes how people manage feelings, interact, and communicate. Analyses done by dozens of experts in 500 corporations, government agencies, and nonprofit organizations worldwide conclude that emotional intelligence is the barometer of excellence on virtually any job. This book explains what emotional intelligence is and why it counts more than IQ or expertise for excelling on the job. It details 12 personal competencies based on self-mastery (such as accurate self-assessment, self-control, initiative, and optimism) and 13 key relationship skills (such as service orientation, developing others, conflict management, and building bonds). Goleman includes many examples and anecdotes--from Fortune 500 companies to a nonprofit preschool--that show how these competencies lead to or thwart success.

Unlike IQ, emotional intelligence can keep growing--it continues to develop with life experiences. Understanding and raising your emotional intelligence is essential to your success and leadership potential. This book is an excellent resource for learning how to accomplish this. --Joan Price --This text refers to an out of print or unavailable edition of this title.

From Publishers Weekly

Applying the lessons of his bestselling study Emotional Intelligence, Goleman has found that business success stems primarily from a workforce displaying initiative and empathy, adaptability and persuasiveness?i.e., key aspects of what he defines as emotional intelligence. He presents studies that show that IQ accounts for only between 4% and 25% of an individual's job success, whereas emotional competence (self-awareness, self-regulation and motivation) is twice as important as purely cognitive abilities in the workplace. These findings alone should shake up human resource departments that hire based on how good someone looks on paper. In sections like "Self-Mastery," "People Skills" and "Social Radar," Goleman uses anecdotes from the corporate trenches (and from his lecture tours) to isolate qualities, such as "trustworthiness" that are central to displays of emotional intelligence. These qualities, in turn, are broken down into sets of practices?"Act ethically and... above reproach"; "respect and relate well to people from other backgrounds"?that can be internalized for improved emotional intelligence quotients by individuals looking to get ahead, or managers seeking to revitalize the staff. These repetitive-sounding checklists can at times give the book the flavor of an overworked seminar presentation. Still, embedded within the linear format that emerges are many truly illuminating facts?that the real cost of employee turnover to a company is the equivalent of one full year of employee pay, for example?that show how critically important Goleman's thesis is to today's workplace.
Copyright 1998 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.
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Product Details

  • Paperback: 400 pages
  • Publisher: Bantam; Reprint edition (January 4, 2000)
  • Language: English
  • ISBN-10: 9780553378580
  • ISBN-13: 978-0553378580
  • ASIN: 0553378589
  • Product Dimensions: 5.3 x 0.8 x 8.2 inches
  • Shipping Weight: 12 ounces (View shipping rates and policies)
  • Average Customer Review: 3.8 out of 5 stars  See all reviews (135 customer reviews)
  • Amazon Best Sellers Rank: #6,758 in Books (See Top 100 in Books)

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More About the Author

DANIEL GOLEMAN is the author of the international bestsellers Emotional Intelligence, Working with Emotional Intelligence, and Social Intelligence, and the co-author of the acclaimed business bestseller Primal Leadership. He was a science reporter for the New York Times, was twice nominated for the Pulitzer Prize, and received the American Psychological Association's Lifetime Achievement Award for his media writing. He lives in the Berkshires.

Customer Reviews

A tune-up I highly recommend.
Toni
I found the book needlessly verbose on topics that were not central (such as the importance of emotional intelligence).
phyllis.ball@aspect.com
In this book, the focus is on the work world and how critical emotional intelligence is for organizational success.
Marty Jacobs

Most Helpful Customer Reviews

55 of 56 people found the following review helpful By A Customer on April 12, 1999
Format: Hardcover
This book was extremely disappointing. I read Goleman's original book on emotional intelligence and found it interesting. I purchased this book based on its title about working with emotional intelligence. I expected some guidance about how to work with people (employees) to improve aspects of their emotional intelligence. For example, how to help a person who is weak in self-confidence. This book, however, simply repeats the same thing over and over - company A instituted some training in emotional intelligence and it really helped them. Then, company B instituted some training ... Just like politics, helping people is 'local' or person-to-person. It appears that Goleman's answer to problems that people have is 'hire people who don't have those problems.' This book seems to be an attempt to profit from the success of his first book when he has nothing more to say.
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61 of 64 people found the following review helpful By Max More on January 2, 2003
Format: Paperback
Since the publication of Daniel Goleman's first book, Emotional Intelligence he has generated a remarkable industry around the topic. In this book from 2000, Goleman applies the ideas of his previous book to the workplace. Why should executives bother with this soft stuff? According to research cited by Goleman (see the summary in Appendix 2) almost all of the abilities that distinguished stars from average performers were emotional competencies. While pattern recognition and "big picture" thinking were correlated with outstanding performance, cognitive abilities in general - above a certain threshold - did not have significant correlation. "Emotional intelligence" refers to a set of competencies that characterizes how people manage feelings, interact, and communicate. Building on previous work by others, Goleman characterizes emotional intelligence as being founded on five personal and social competencies: Self-Awareness, Self-Regulation, Motivation, Empathy, and Social Skills. Each of these five is further analyzed into 12 personal and 13 social competencies such as Accurate Self-Assessment, Self-Control, Initiative, Developing Others, Influence, Conflict Management, and Building Bonds.
Unlike IQ, we can continue to improve emotional intelligence. Working With Emotional Intelligence is not a how-to book in the usual sense. It will help any executive understand the importance of EI in all its diverse aspects as well as showing examples of strong and weak EI in individual and organizational contexts. Improving is not easy work.
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82 of 89 people found the following review helpful By S. on August 13, 2001
Format: Paperback
Like many reviewers before me, I bought this book thinking that it will suggest ways one can go about improving one's emotional intelligence. However, what I ended up getting is endless anecdotes.
Goleman spends the entire book, listing anecdotes after anecdotes, explaining "why" emotional intelligence is important, but not "how" to become more emotionally intelligent.
I do not need to know "why" EI is important; I bought the book, I know it is important.
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57 of 62 people found the following review helpful By Michael Erisman on March 6, 2004
Format: Paperback
This is a wonderful book, and is truly an insightful look at what helps us to be successful in leadership positions in the workplace. The old model of senior management was based on owning all the information and knowledge and being able to understand what everyone does in fine detail, and was often the "promoted-up-through-the-ranks" type of leader. But with modern business involving so much change, and constantly shifting market demands and organizational structures, what worked well yesterday will not move the organization or your career ahead tomorrow.
The author uses as a platform the work on Emotional Intelligence, which unlike typically defined intelligence, focuses on the ability to apply emotional and inspirational information in a variety of social settings and through a vast array of relationships. It is this ability he concludes that predicts success in today's workplace.
Among the areas of discussion are five competencies in which our ability is revealed. The first is "Self Awareness" which includes emotional awareness, self-assessment, and self-confidence. How many times have we worked for or with someone who could not control their emotions and lacked the self awareness to understand how their actions impacted those around them? The importance of balancing performance while exhibiting the values of the organization through a positive culture has never been more in need. Many who have the intelligence to do the work, lack the emotional intelligence to build the relationships and culture needed to get the work done through others. The book explores these pitfalls and discusses suggestions for change.
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47 of 51 people found the following review helpful By Turgay BUGDACIGIL on January 26, 2001
Format: Paperback
"More and more companies are seeing that encouraging emotional intelligence skills is a vital component of any organization's management philosophy. 'You don't compete with products alone anymore, but how well you use your people,' a manager at Telia, the Swedish telecommunications company, put it to me. And Linda Keegan, vice president for executive development at Citibank, told me, 'Emotional intelligence is the underlying premise for all management training'...A 1997 survey of benchmark practices among major corporations, done by the American Society for Training and Development, found that four out of five companies are trying to promote emotional intelligence in their employees through training and development, when evaluating performance, and in hiring...If so, why write this book? Because many or most organizations' efforts to encourage emotional intelligence have been poor, wasting vast amounts of time, energy, and money...My mission in writing this book is to act as a guide to the scientific case for working with emotional intelligence-as individuals, in groups, as organizations. At every step I have sought to validate the science with the testimony of people in jobs and organizations of all kinds, and their voices will be heard all along the way" (pp.7-13).
In this context, Daniel Goleman firstly defines emotional competence as a learned capability based on emotional intelligence that results in outstanding performance at work, and emotional intelligence as a potential for learning the practical skills that are based on its elements. Thus, throughout this invaluable book, he discusses the relationship between the five dimensions of emotional intelligence and the twenty-five emotional competencies as listed below:
A.
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