There are a range of potential strategies for enabling emotionally intelligent behaviour in teams at these three levels. Interpersonal understanding and perspective taking were two strategies that Druskat and Wolff discussed.
This blog introduces “miracle question” and “exception question” techniques that can help people further identify, understand, and build on their goals to identify concrete indications of success and progress.
There are ways for emotional situations to be managed in the workplace, in a way that builds constructive relationships rather than dismissing feelings as being irrelevant to work and shutting down the lines of communication.
A recent article in the HBR described diminishers as leaders who “underutilize people” and multipliers who “care less about their own IQ’s and agenda."
A recent study investigated how these weekend recovery experiences were associated with specific states of positive affect (e.g., joviality, serenity, and self-assurance) and negative affect (e.g., sadness, fear, fatigue), during the following workweek.
Recently I have developed a keen interest in Emotional Intelligence (EI) and the impact EI has on individuals and teams. Now EI is by no means a new feat, it can be tracked all the way back to Darwin and his early work around the significance of emotional expression and survival. In more recent times [...]