Suchergebnisse

Führungspersönlichkeiten mit höherer Emotionaler Intelligenz sind erfolgreicher. Denn sie fördern Teamgeist und Visionen, schaffen ein Klima, in dem Ideen wachsen, verstehen ihre Mitarbeiter, können sie für eine Sache begeistern und strahlen bei aller Verantwortung grosse Offenheit und Freude aus. Nur solche Meister des Beziehungsmanagements werden mit ihren Teams langfristig gute Ergebnisse erwirtschaften. In seinem bahnbrechenden Buch zeigt Daniel Goleman, wie Führungskräfte ihre emotionalen Ressourcen erfolgreich einsetzen können. (Verlagstext)

In this paper we examined how emotional intelligence (EI) affects emotional exhaustion (burnout) resulting from emotional labor, and how emotional exhaustion influences an individual's job performance in terms of organizational commitment and job satisfaction. Partial least squares
regression analyses were conducted on data from 295 retail sales employees in South Korea. Of the 4 factors identified in the EI model developed by Schutte et al. (1998) we found that 3 (appraisals of emotions, optimism, and social skills) were negatively associated with emotional exhaustion
but the fourth factor of utilization of emotion showed no significant links with emotional exhaustion. Emotional exhaustion was found to be negatively related to job performance in terms of organizational commitment and job satisfaction and the mediating effect of emotional exhaustion was
confirmed in the relationship between job performance and appraisals of emotions, optimism, and social skills as factors in emotional intelligence.

Emotions were not long at the forefront of political science leadership research (George 2000: 1028). They were equated with misguided, distorted judgment and thus considered as confounders. The political science looked more like the rational decision model ('Rational Choice') is committed, especially since this is methodologically easier to handle. At present, the pendulum seems to turn over. Popular works such as 'Emotional Intelligence' by Daniel Goleman (1996) and 'Emotional leadership' by Daniel Goleman, Richard Boyatzis and Annie McKee (2005) have beaten the way for the inclusion of emotions in the leadership research. Common metaphors such as 'mood democracy' (upper Reuter 1987) show that policy management at present not only implies the societal challenges to analyze rationally, but also to perceive emotions and to regulate - and thus to operate emotion management. It is time to take a look at the positive effects of emotions and in the analysis of policy management. The central thesis of this article is that the appropriate way to deal with emotions is a tremendous opportunity for the political leadership is to achieve sustainable legitimacy. Cognitive resources have long been overestimated, underestimated emotional resources. Adapted from the source document.

AbstractA belief in alien abduction is an emotional belief, but so is a belief that Iran intends to build nuclear weapons, that one's country is good, that a sales tax is unjust, or that French decision makers are irresolute. Revolutionary research in the brain sciences has overturned conventional views of the relationship between emotion, rationality, and beliefs. Because rationality depends on emotion, and because cognition and emotion are nearly indistinguishable in the brain, one can view emotion as constituting and strengthening beliefs such as trust, nationalism, justice or credibility. For example, a belief that another's commitment is credible depends on one's selection (and interpretation) of evidence and one's assessment of risk, both of which rely on emotion. Observing that emotion and cognition co-produce beliefs has policy implications: how one fights terrorism changes if one views credibility as an emotional belief.

AbstractScholars of emotional subcultures have produced a rich body of evidence in regard to how these communities operate and what makes them distinct from the mainstream. To assess the state of the field, I review in‐depth, qualitative investigations into how emotional subcultures indicate their collective identity by abiding by a shared set of norms regarding how members should feel – and display those feelings – in a given context. I organize my review along four dimensions of subcultural identity work (defining, coding, affirming, and policing) in order to evaluate the strengths and weaknesses of the subfield. In general, the current scholarship has successfully established the role that emotional subcultures play in the reproduction of inequality. However, it has not adequately explored an important domain of social life (namely, religion), it has not treated its core concepts with enough analytic precision, nor has it sufficiently addressed how subcultural feeling and display rules are generated in relation to local and broad structural constraints.

I want to talk about emotions. Well, I don't really want to. Frankly, not having to deal with emotions was one of the attributes of engineering that attracted me to this field of study. I liked keeping interactions on an intellectual level. Answers to Math and Physics homework sets were cut and dried and the odd numbered ones could be found in the back of the book. There was security in knowing the right answer. However, despite the promise of clarity, even as an engineer, I found questions finding their way in, or their way out, questions that were rooted in my emotional landscape. Is this all there is? What do I want my life to be about? How am I making the world a better place by the work that I do? These weren't academic questions for me; they were soul searching questions that challenged the core of my identity. Could I be an engineer and be whole, whatever that might mean? I'm proud of the work I have done to become an engineer, but there is something missing.