Product Description

We have long been taught that emotions should be felt and expressed in carefully controlled ways, and then only in certain environments and at certain times. This is especially true when at work, particularly when managing others. It is considered terribly unprofessional to express emotion while on the job, and many of us believe that our biggest mistakes and regrets are due to our reactions at those times when our emotions get the better of us. David R. Caruso and Peter Salovey believe that this view of emotion is not correct. The emotion centers of the brain, they argue, are not relegated to a secondary place in our thinking and reasoning, but instead are an integral part of what it means to think, reason, and to be intelligent. In The Emotionally Intelligent Manager, they show that emotion is not just important, but absolutely necessary for us to make good decisions, take action to solve problems, cope with change, and succeed. The authors detail a practical four–part hierarchy of emotional skills: identifying emotions, using emotions to facilitate thinking, understanding emotions, and managing emotions—and show how we can measure, learn, and develop each skill and employ them in an integrated way to solve our most difficult work–related problems.

Product Details

• Amazon Sales Rank: #45846 in Books
• Published on: 2004-04-20
• Number of items: 1
• Binding: Hardcover
• 320 pages

Synopsis
We have long been taught that emotions should be felt and expressed in carefully controlled ways, and then only in certain environments and at certain times. This is especially true when at work, particularly when managing others. It is considered terribly unprofessional to express emotion while on the job, and many of us believe that our biggest mistakes and regrets are due to our reactions at those times when our emotions get the better of us. David R. Caruso and Peter Salovey believe that this view of emotion is not correct. The emotion centers of the brain, they argue, are not relegated to a secondary place in our thinking and reasoning, but instead are an integral part of what it means to think, reason, and to be intelligent. In The Emotionally Intelligent Manager, they show that emotion is not just important, but absolutely necessary for us to make good decisions, take action to solve problems, cope with change, and succeed.

The authors detail a practical four-part hierarchy of emotional skills: identifying emotions, using emotions to facilitate thinking, understanding emotions, and managing emotions and show how we can measure, learn, and develop each skill and employ them in an integrated way to solve our most difficult work-related problems.

From the Inside Flap
We have long been taught that emotions should be felt and expressed in carefully controlled ways, and then only in certain environments and at certain times. This is especially true when at work, particularly when managing others. It is considered terribly unprofessional to express emotion while on the job, and many of us believe that our biggest mistakes and regrets are due to our reactions at those times when our emotions get the better of us.

David R. Caruso and Peter Salovey believe that this view of emotion is not correct. The emotion centers of the brain, they argue, are not relegated to a secondary place in our thinking and reasoning, but instead are an integral part of what it means to think, reason, and to be intelligent. In The Emotionally Intelligent Manager, they show that emotion is not just important, but absolutely necessary for us to make good decisions, take action to solve problems, cope with change, and succeed. The authors detail a practical four–part hierarchy of emotional skills: identifying emotions, using emotions to facilitate thinking, understanding emotions, and managing emotions 212;and show how we can measure, learn, and develop each skill and employ them in an integrated way to solve our most difficult work–related problems.

About the Author
David R. Caruso is a research affiliate in the Department of Psychology at Yale University.  He is also a management psychologist. His practice focuses on executive coaching, leadership development, and career assessment. Caruso conducts highly acclaimed training and development seminars on emotional intelligence, and he has published more than two dozen scientific articles and chapters. Prior to starting his own firm, he held a number of staff and line positions in consulting, small business, and Fortune 500 organizations in the areas of strategic planning, market research, and product management.

The Chris Argyris Professor of Psychology at Yale University, Peter Salovey published the first scientific articles on emotional intelligence (with John D. Mayer), introducing the concept to the field of psychology. Salovey also serves as dean of Yale′s Graduate School of Arts and Sciences and has additional faculty appointments in the School of Management and the Department of Epidemiology and Public Health. He is currently president of the Society for General Psychology. A leading authority on the psychological consequences of mood and emotion as well as on health communication, he is widely quoted in print and broadcast media. Salovey was founding editor of the Review of General Psychology and served as an associate editor of the APA journals Emotion and Psychological Bulletin.

Customer Reviews

Essential EI Reading
The authors of "The Emotionally Intelligent Manager" are some of the leading researchers and developers of EI, and this book is as essential reading as anything by Daniel Goleman. Unlike Goleman, the authors define emotional intelligence as the ability to reason with and about emotions. They split EI split into four related areas:
• Perceiving Emotions - the ability to accurately recognise how you and those around you are feeling.
• Using Emotions - the ability to use emotions in cognitive tasks such as problem-solving and creativity.
• Understanding Emotions - the ability to understand how emotions transition from one stage to another.
• Managing Emotions - the ability use emotional information to devise effective strategies that help you achieve positive outcomes.

This book covers each of the four areas in turn, exploring them more fully and providing exercises to help you develop your own skills. The skills are also linked into the organisational context.

It is a very straightforward read, much easier than Goleman's texts, and is required reading if you are involved in the field of EI.

Packed With Knowledge!
It's rare for a business book to offer first-hand, practical advice from a thinker who has revolutionized academic thought in his field. Here, that thinker is co-author Peter Salovey, the pioneer who invented the concept of emotional intelligence. Salovey provides a practical, application-oriented guide. With co-author David R. Caruso, he shows you how to take the idea of emotional intelligence -- that emotional well-being and wholeness are at least as essential as intellectual capacity -- and use it to do something truly relevant: create emotionally intelligent managers. The authors thoughtfully steer away from the superficial, self-help genre pitfall that purports to offer an easy one-book panacea. Instead, they offer a series of case studies and interactive exercises that may help even the most hard-hearted executive become less emotionally challenged. We give this book its highest recommendation; it's a gift to those toiling in the emotionally barren modern workplace.