Working with Emotional Intelligence (Paperback)

by Daniel Goleman (Author) "The rules for work are changing..." (more)
Key Phrases: inner rudder, emotionally intelligent organization, amygdala hijacks, Best Practice, Egon Zehnder International, American Express Financial Advisors (more...)

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 the Hardcover edition.

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 the Hardcover edition.

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Product Details

• Paperback: 400 pages
• Publisher: Bantam (January 4, 2000)
• Language: English
• ISBN-10: 0553378589
• ISBN-13: 978-0553378580
• Product Dimensions: 8.3 x 5.2 x 1 inches
• Shipping Weight: 10.4 ounces (View shipping rates and policies)
• Average Customer Review: 3.5 out of 5 stars See all reviews (77 customer reviews)
• Amazon.com Sales Rank: #13,326 in Books (See Bestsellers in Books)

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Customer Reviews

Most Helpful Customer Reviews

79 of 83 people found the following review helpful:

3.0 out of 5 stars The emotional competence framework, August 16, 2002

By	Golden Lion "Reader" (North Ogden, Ut United States) - See all my reviews (TOP 1000 REVIEWER)

The author suggests five competencies in which we can manage ourselves:

Self awareness (Emotional Awareness, self-accessment, self-confidence)

Self Regulation (Self-Control, Trustworthiness, adaptiblity, innovation)

Motivation (achievement driven, commitment, initiative, optimism)

Empathy (understanding others, developing others, service oriented, politically aware),

Social skills (influence, conflict management, leadership, catalyst, building bonds, collaboration and cooperation, and team).

The book's frame-work focuses on the five competencies: Self-Awareness, Self-Regulation, Motivation, Empathy, and Social skills.

I liked the personal stories illustrating the positive effects of soft skills. The storie sources came from friends, associates, and research cases.

I disliked the conclusions drawn from the stories suggesting confidence in cause and effect of EQ results.

I liked what Dr Goleman was advocating about the importance of people skills: social radar, arts of influence, and collaboration and teams.

I disliked lack of detail methodology to achieve the desired results. I felt there was too much contrast between IQ verse EQ. The book provides a strong case argument for an investment in Emotional Intelligent.

One shocking point the author makes early in the book, states that the top 1 percent of the Emotionally Intelligent in the IT field are 1200 percent more productive. I would have liked to read more cases studies about these observations and conclusions for his study. That statement alone sparked a ton of curiousity about EQ. I'm very interested in learning how effective IT managers are in accessing the emotional needs of their employees and customers and how to implement EQ to improve performance.

I disliked the lack of practical application. There was a disconnect between converting ideas of EQ into action. I felt the book focused too much on the principles of EQ, rather than the practical application of EQ. Basically he did not effectively answer the question, " How can I uses the EQ in my job to make a difference." I didn't get the opportunity to say "cool EQ works for me"

39 of 40 people found the following review helpful:

5.0 out of 5 stars every executive should read & apply this book to succeed, December 19, 1998

By	[e-mail]; ING. EMILIO CIRSTANCHO ; ... (South America) - See all my reviews

This review is from: Working with Emotional Intelligence (Hardcover)

Dr. Goleman did an excellent job with his second book on Emotional Intelligence because he gives more detail on how to correct the lack of Emotional Intelligence in the business and professional world. On page 26 he tells us how to do a check up on our missing competences for emotional intelligence( both personal and social competencies) and he also mentions that there must be a continious follow up on this program to achieve a lasting effect over the change of our un-wanted bad habits and he alos mentions the guidelines for emotional competence TRAINING which is very helpful in the seminars to train management executives. Dr. Goleman explains also that it takes months to be able to modify our personality, so that some people will not dispair because they can not get an overnight change, it takes time, perseverance and practice to become a proficient and capable executive with good emotional intelligence. Dr. Goleman also explains the effect that stress has on CORTISOL and how it affects mistakes, memory and health and overall management; so this is an excellent book that should be a required textbook on all the MBA programs and for all the project management personnel. In other words Dr. Goleman is helping everybody to modify their personalities to be able to produce more with less stress and wear (or exhaustion). Good luck to all the readers and see you at the top.

35 of 36 people found the following review helpful:

4.0 out of 5 stars A mostly excellent application of previous ideas, January 2, 2003

By	Max More "Max More" (Austin, TX USA) - See all my reviews (REAL NAME)

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. Goleman explains the neurological basis of much of EI, including the role of the amygdala (which can make us impulsive and which affects our resilience under stress) and its interaction with the prefrontal lobes (which together also affect the ability to adapt to change), and the role of the catecholamines adrenaline and noradrenaline (which allow us to distinguish good stress from bad stress). Goleman looks at "empathic design" (p.139ff) and the contagious effects of emotions on groups, among other important applications in the workplace. He also provides a three-page list of "Guidelines for Emotional Competence Training". Although parts of Working With Emotional Intelligence will strike you as the obvious dressed up with stories, you can extract some important information by scanning through this book. In an age of record levels of job stress (according to an October 2002 study), any words of wisdom on this subject deserve a hearing.