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Skip to main content. Log In Sign Up. Emotional Intelligence and Leadership. Emotional intelligence is a relatively new topic in the field of leadership concerns. Developed by psychologists in the 80s, it was later connected with management and leadership disciplines when research revealed how much influences the act of leadership and decision the possession or lack of emotional skills.
Our article aims to reveal the overwhelming economic potential of these human qualities unjustly ignored, while providing a synopsis of emotional competencies whose presence in the leadership is one of the most important resources of a company.
M12 The concept of leadership is one of the most circulated today in the disciplines of organizing economic activities. Despite its popularity, it remains an open concept, defined in multiple ways, depending on interests and experience of each author.
The prevalence of this concept in current professional literature, alongside with the concept of management and, sometimes, in spite of it, proves some changes in how the act of leadership in the current world economic organizations is perceived.
Thus, because of new challenges to the companies, challenges related mainly to mutations occurring in the economy globalization, fierce competition, innovation pressure, demanding creativity, accelerated technological developmentrequirements concerning the organization and management of companies have also suffered mutations and major changes. In this context, in which human resource is the main factor of development, the influence of the leader on the employees has a crucial significance.
The manager must become a leader, be able to influence and mobilize people to achieve objectives, of that depending, after all, the proper functioning of the company and life of all. The leader must have a vision to inspire people and a vision is not just a cold business plan or development project. What is emotional intelligence? The idea of existence of an emotional skill as a factor to adjust to the social environment and to ensure the survival of the individual can be identified in Darwin.
In the work The Expression of the Emotions in Man and Animals he talks about the emotional system as necessary for survival in that it works as a signaling system within and between species. About paternity or the first using of the term “emotional 1 Gallie, W.
It is generally considered that it was used for the first time in the title of a PhD thesis in belonging to Wayne Payne, A Study of Emotion: The most important models of emotional intelligence were developed by Stanley Greenspan inPeter Salovey and John D.
Mayer to Daniel Goleman in and There are several possible definitions of emotional intelligence. As it was well stated, about emotional intelligence was told about two times more than about classical intelligence.
Emotional Intelligence and Leadership | Arla Day –
Actually, every author who proposed a model of emotional intelligence has provided, along with it, his own definition. Other authors place the emphasis, in defining the concept, on the succeshlui of reason, the reasoning on succwsului emotions of self and others and define emotional intelligence as a new type of intelligence.
Mayer, Peter Salovey and David R. Emotions are thus useful sources of information that help people understand the social environment and to manage successfully in it. The authors argue that people differ in their capacity to process viafa information.
This theoretical perspective combines intelligence with emotions putting emotional intelligence among other types of intelligence, as practical intelligence, social intelligence and personal intelligence.
The aspect which is emmotionala often referred to, is that, wrongly, so far is considered that the classical intelligence, the so-called IQ, is the only responsible for personal success. The ability to do succcesului thinking, to learn and adapt to the environment as is synthetically defined the IQ does not explain, or rather explains surprisingly little, the results of an individual, viaata success or failure of his decisions.
Studies made on graduates in law, economics, medicine and pedagogy at Harvard revealed that scores on entrance examinations surrogate for IQ had a null correlation with their career success. At this point appears emotional intelligence. Overcoming emotions, compulsions, ability to empathize, social flexibility, adaptability to change, are all skills or capacities that not only are advantageous for the individual, but are vital for those who hold leading positions within the companies.
To control your emotions, to not let them interfere with your work, to not disturb your mind, to not block the emotional, are 2 Glossop, R. Cultivating this type of intelligence becomes a fundamental premise for any management qualification.
Good news that researchers of this area give us is that the level of emotional intelligence is not genetically determined: Unlike IQ, which is essentially fixed within narrow parameters at birth, EQ can be developed and enhanced. In other words, emotiionala is not destiny. Emotional competencies are not innate talents but rather learned capabilities that can be developed to achieve optimum performance.
As Goleman says, people have only an innate general emotional intelligence that determines the potential to learn emotional competences. Emotional intelligence in leadership The discoveries made in recent decades of studies on this new perspective of investigating human personality were immediately connected to the concept of economic efficiency of the person.
Of course, emotions characterize the whole life of a person, but if their weight is as big as studies reveal, that means a new chapter must be added to the area of management and business leadership. Since the leader’s emotional competencies have an overwhelming influence on the climate of the company, on the motivation of employees, customer relationships, and these skills can be improved, it can be concluded that the development of models of emotional intelligence, the detailing of emotional competencies, of how they can be self-inducted and shaped and the preparation of assessment tests of these competencies is an important issue for the whole area of leadership.
This all the more as it was found that the importance of emotional intelligence increases with ascending the hyerarchy. Emotional skills proved crucial for auccesului who occupy positions of responsibility because it is their task succseului get the maximum benefits from the employees. Thus, as pointed by Goleman, the higher hierarchical stage is, the less important the classical technical or cognitive competencies are, and emotional intelligence deal more weight: The strength of the emotional qualities of the leader, the ability to communicate and to establish interpersonal relationships, the ability to create a friendly, motivating environment, are traits that distinguish leaders with outstanding economic performance so-called “star-leaders” from leaders with mediocre results.
He compared outstanding managers with 26 who proved inefficient at their job concluding that service managers who failed were good specialists, with a high IQ. The significant fact was that they had major deficiencies in emotional intelligence: Emotional intelligence can become a multiplier factor of the revenue of a company with millions of dollars. But, as the emotional qualities create a precise value 5 Glossop, R. Emotional competencies There are many proposals for models succssului emotional intelligence.
Petridesthey represent succesuluui way of structuring elements which establish and define emotional intelligence. The differences between these models are not significant and depend on the terminology used and the ordering preferences of components of the emotional intelligence, as they presented by different authors.
Generally they can be structured in personal and social competences or skills. In practice, has been observed that none of the leaders analyzed had outstanding competencies in all skills of emotional intelligence. Even exceptional leaders excel in a limited number of skills, which evidenced that there is no unique recipe for successful management and prestigious different leaders may inteligenat different leadership styles.
These leaders, whose increases in sales and revenues class them among emotoinala first, had four relevant emotional strengths, instead they did not excel in any cognitive competence. Those who own at least 5 of the 8 skills according to the structure used sold policies worth At L’Oreal, sales agents selected on the basis of certain emotional competences exceeded by far the sales of selected employees based on classical criteria.
The average increase was Leaders who develop skills in the sphere of emotional intelligence have succeeded in their work to put into practice a management based on resonance.
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This concept, preferred by the authors in the field of emotional intelligence, stands for the ability to get in tune with the feelings of others, finding the same emotional wavelength, the emotional synchronization.
Only through a resonant leadership can be created a fertile climate of understanding and cooperation, the company can maintain unity even in conditions of crisis. Conclusions One of the most costly errors made today at a leadership level is minimizing or even ignoring the economic potential of emotional intelligence.
In too many cases, managers are unable to realize their own emotions and weaknesses, to master the destructive impulses, to empathize with employees and customers or to create group synergies. As a result, businesses are suffering, the climate is pressing, the employees are unmotivated and customers unsatisfied.
Lack of emotional qualities at the top level management causes considerable losses both to private companies and state institutions. Often these losses are overlooked or are mistakenly placed on other, short term, more visible factors. Therefore, we need an awareness of the importance of the emotional component of leadership which lead to greater levels of emotional intelligence in the management sector, where strategic decisions are taken.
This can be achieved by including emotional intelligence training in the mandatory curriculum of management students, by promoting coaching seminars for the leading staff of the companies and by implementing a selection of managers based on emotional intelligence criteria.
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