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020 _a9783031489709
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024 7 _a10.1007/978-3-031-48970-9
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072 7 _aBUS063000
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100 1 _aHiggs, Malcolm.
_eauthor.
_4aut
_4http://id.loc.gov/vocabulary/relators/aut
_976958
245 1 0 _aLeading with Emotional Intelligence
_h[electronic resource] :
_bEffective Change Implementation in Today’s Complex Context /
_cby Malcolm Higgs, Victor Dulewicz.
250 _a2nd ed. 2024.
264 1 _aCham :
_bSpringer International Publishing :
_bImprint: Palgrave Macmillan,
_c2024.
300 _aXII, 311 p. 22 illus.
_bonline resource.
336 _atext
_btxt
_2rdacontent
337 _acomputer
_bc
_2rdamedia
338 _aonline resource
_bcr
_2rdacarrier
347 _atext file
_bPDF
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505 0 _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.
520 _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.
650 0 _aStrategic planning.
_957225
650 0 _aLeadership.
_94372
650 0 _aIndustrial organization.
_957885
650 1 4 _aBusiness Strategy and Leadership.
_967107
650 2 4 _aOrganization.
_959674
700 1 _aDulewicz, Victor.
_eauthor.
_4aut
_4http://id.loc.gov/vocabulary/relators/aut
_976959
710 2 _aSpringerLink (Online service)
773 0 _tSpringer Nature eBook
776 0 8 _iPrinted edition:
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776 0 8 _iPrinted edition:
_z9783031489716
776 0 8 _iPrinted edition:
_z9783031489723
856 4 0 _uhttps://doi.org/10.1007/978-3-031-48970-9
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