03834nam a22004455i 4500001001800000003000900018005001700027007001500044008004100059020001800100024003500118050001200153050001100165072001600176072002300192072001500215100007700230245016500307250001800472264008500490300004400575336002600619337002600645338003600671347002400707505064500731520159401376650002402970650001602994650002903010650003803039650001803077700007903095710003403174773002603208776003603234776003603270776003603306856004603342978-3-031-48970-9DE-He21320251030112046.0cr nn 008mamaa240517s2024    sz |    s    |||| 0|eng d  a97830314897097 a10.1007/978-3-031-48970-92doi 4aHD30.28 4aHD57.7 7aKJC2bicssc 7aBUS0630002bisacsh 7aKJC2thema1 aHiggs, Malcolm.eauthor.4aut4http://id.loc.gov/vocabulary/relators/aut10aLeading with Emotional Intelligenceh[electronic resource] :bEffective Change Implementation in Today’s Complex Context /cby Malcolm Higgs, Victor Dulewicz.  a2nd ed. 2024. 1aCham :bSpringer International Publishing :bImprint: Palgrave Macmillan,c2024.  aXII, 311 p. 22 illus.bonline resource.  atextbtxt2rdacontent  acomputerbc2rdamedia  aonline resourcebcr2rdacarrier  atext filebPDF2rda0 aChapter 1. Introduction -- Chapter 2. The Importance of Emotional Intelligence -- Chapter 3.Does Emotional Intelligence Make a Difference? -- Chapter 4. Measuring Emotional Intelligence -- Chapter 5. Can Emotional Intelligence be Developed? -- Chapter 6. Developments in Leadership Thinking -- Chapter 7. The Leadership Context -- Chapter 8. A Model of Emotionally Intelligent Leadership -- Chapter 9. Developing Emotionally Intelligent Leadership -- Chapter 10. Emotionally Intelligent Leadership Teams -- Chapter 11. Emotionally Intelligent Leadership and Organisations -- Chapter 12. Concluding Thoughts -- Appendix A. Sample LDQ report.  aDrawing on research into leadership and emotional intelligence, this updated second edition presents a framework that can lead to effective change implementation. It reflects on more recent arguments, research and changes in the areas of leadership and change, such as relational leadership, shared leadership, and the significant role of purpose beyond profit. Two new chapters explore the dark side of leadership and mindful leadership. Set against a backdrop of increasing complexity, the book responds to the need for organisations to continuously change and transform and book addresses the real challenges of effective implementation. Exploring these concepts at individual, team and organizational levels, this book recognises the complexity of the topic and combines rigour with relevance to underpin the framework with empirical evidence. Malcolm Higgs is Professor of Leadership and Strategy at Birmingham City University. Prior to that position he was the Academic Dean of Henley Business School and a partner with the international consulting firm Towers Perrin. He is a Chartered Psychologist and has published 6 books and over 120 academic journal papers. Victor Dulewicz is Managing Partner of VDA Consultants and Emeritus Professor at Henley Business School, UK, where he had been Head of HRM & OB and Director of the Centre for Board Effectiveness. Previously, he worked as a Chartered Occupational Psychologist for Rank Xerox, Civil Service Department and STC Telecoms Group. He has co-authored five books, written over 150 articles and presented at numerous conferences. 0aStrategic planning. 0aLeadership. 0aIndustrial organization.14aBusiness Strategy and Leadership.24aOrganization.1 aDulewicz, Victor.eauthor.4aut4http://id.loc.gov/vocabulary/relators/aut2 aSpringerLink (Online service)0 tSpringer Nature eBook08iPrinted edition:z978303148969308iPrinted edition:z978303148971608iPrinted edition:z978303148972340uhttps://doi.org/10.1007/978-3-031-48970-9