Annie McKee's research while affiliated with Case Western Reserve University and other places

Publications (17)

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You've heard about the importance of emotional intelligence in the workplace - that there's an incontrovertible link between executives' emotional maturity, exemplified by such capabilities as self-awareness and empathy, and their financial performance. Now, new research extends that base. Drawing on two years of research, the authors contend that...
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With the power and responsibilities of leadership come extraordinary challenges, and even the best leaders can get trapped in a cycle of stress, pressure, sacrifice, and dissonance—with potentially disastrous implications for their careers, relationships, health, and happiness. Building on their work with Daniel Goleman in Primal Leadership (Harvar...
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Unternehmen stehen durch die Beschleunigung und Entgrenzung des Wettbewerbs vor neuartigen Herausforderungen. Die schnelle Reaktion auf schnelle Veränderungen ist zu einer unverzichtbaren Tugend geworden, die Unternehmen sich bei Strafe des Untergangs aneignen müssen. Schnelle Veränderungen in der Art und Weise, wie ein Unternehmen tätig ist, was u...
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All of us struggle from time to time with the question of personal meaning: "Am I living the way I want to live?" For millions of people, the attacks of September 11 put the issue front and center, but most of us periodically take stock of our lives under far less dramatic circumstances. This type of questioning is healthy; business leaders need to...
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The capabilities that the authors have defined as components of Emotional Intelligence—self-awareness, self-management, social awareness, and relationship management—apply to teams as well as individuals. And so, to optimize a team's effectiveness, its members—and especially its leader(s)—must “tune in” to its emotional state and needs. © 2002 by D...
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Traducción de: Leading Quietly Contiene: 1) Los grandes líderes nos mueven; 2) El reto del líder; 3) La disonancia surge por defecto; 4) Despertar a la resonancia y a la renovación; 5) El cambio intencionado; 6) Concienciación; 7) Esperanza; 8) Compasión; 9) Sé tú mismo el cambio que deseas ver en el mundo; 10) El estrés del poder, el síndrome de s...
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Gifted leadership occurs where heart and head — feeling and thought — meet. These are the two things that allow a leader to soar. All leaders need enough intellect to handle the tasks and challenges at hand. However, intellect alone won't make a leader. Leaders execute a vision by motivating, guiding, inspiring, lis- tening, persuading and creating...
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Traducción de: The New Leaders Planteamiento que sitúa a las emociones como un factor imprescindible para la creación de un liderazgo exitoso. Daniel Goleman, autor de Inteligencia emocional, Richard E. Boyatzis y Annie McKee buscan demostrar que una parte fundamental de un liderzago efectivo consiste en dar dirección y uso adecuados a las emocione...

Citations

... 14 We recommend emotional intelligence (EI) as a way to foster a more aware and more effective leader who is equipped with the set of skills required to address the complexities of health care delivery. 11,15 Drawing on the seminal work of Goleman, 16,17 Nowacki et al stated that EI is "the capacity to recognize our own feelings and those of others, to motivate ourselves, and to manage emotions effectively in ourselves and others." 18 Physician leaders who understand themselves can engage others (i.e., physicians, allied health care team members, patients) at a deeper level to enhance care in aspects such as improved communication or understanding of the nuances of the patient's perspective. ...
... Environmental intelligence (ecological intelligence) is the ability to see a situation from the perspective of the natural environment, feel or empathize with the natural environment, and pay attention to the natural environment [22]. Ecological intelligence is related to local wisdom called Ubuntu. ...
... In mehreren Studien wurde als Besonderheit die Herausforderung bei den Themen Führung und Motivation angespro- chen [7, 8, 10, 14, 19, 20, 28, 38] . Besonderes Augenmerk wurde daher auf die Praxis der Personalmotivation und Personalführung gelegt [9, 15, 22, 25, 40] . Die Ergebnisse sind in den Spalten 2 und 4 der . ...
... Emotions are our own personal radar, and it provides us with a constant flow of information about ourselves, the surrounding people and our environments. Table 1 depicts Goleman's framework of emotional competencies (Goleman, Boyatzis, & McKee, 2002). The framework is made up of four quadrants: the left two quadrants (self-awareness and self-management) focus on the self and represent personal competence, while the right two quadrants (social awareness and relationship management) touch on others and represent social competence (Mersino, n.d.). ...
... "Conceptualizations of intercultural communication competence are highly diverse in their disciplines, terminologies, and scholarly and practical objectives" (Spitzberg & Changnon, 2009, p. 5), which is why fields like higher education need to closely consider and specify their understanding of what it means to possess intercultural competencies, for example in areas of higher educational leadership. Generally, intercultural leadership competency has been linked to an awareness of the leader (Goleman et al., 2002), an ability to deal with complexity (McCall & Hollenbeck, 2002), a proclivity to take on inspirational, motivational and empowering roles while displaying an open mind and respect for all stakeholders (Kouzes & Posner, 2002;Moro Bueno & Tubbs, 2004). Seiler's (2007) framework was selected because it allows us to compare and contrast the different leadership experiences of the presidents included in the study, and because it provides insight into the diverse student populations served by these presidents. ...
... Basing itself in the findings above and further research, Boyatzis and McKee (2002), who in cooperation with Daniel Goleman included the element of Emotional Intelligence, proclaim the advent of a new style of leadership, which they called resonant leadership. ...
... A habilidade socioemocional advém da capacidade de aprender a reconhecer as emoções em si e nos outros. Para esse desenvolvimento, é necessário o envolvimento em múltiplos ambientes e diversos contextos para se adaptar a uma nova situação, em vez de procurar um esquema compilado que se adeque a ela (Goleman, Boyatzis, & McKee, 2002;Mayer, Salovey, & Caruso, 2004). ...
... to use their own talent. (R. Boyatzis and McKee 2006) Descartes said that "it is impossible for the soul to feel a passion without that passion being truly as one feels it," noting that "those that are most agitated by their passions are not those who know them best." (Descartes 1989 Other measurements of the ability model include: ...
... Empathy (Goleman et al., 2001) gives the challenge meaning. This also gives time for the right atmospherics or social emotional conditions such as psychological safety, trust, intrinsic motivation, positive affect and cohesion in the team to be created (Amabile et al., 2005;Bornemisza, 2013;Gordon and Baldwin-Philippi, 2014;Hennessey and Amabile, 1998b). ...
... En líneas generales, la investigación sobre liderazgo educativo en la última década se ha centrado en formulaciones tales como las de liderazgo sostenible (Hargreaves y Fink, 2004), sistémico (Higham et al., 2009), distribuido (Spillane, 2006), para el aprendizaje (McBeath y Dempster, 2008); emocional (Boyatzis y Mckee, 2006); instruccional (Hallinger, 2008); transformacional o inclusivo (Ryan, 2006). En todas estas aportaciones se destaca la importancia de un liderazgo participativo, comunitario y democrático que contribuya al desarrollo de la comunidad y, con ello, a la creación de escuelas de orientación inclusiva. ...