Annie McKee's research while affiliated with Case Western Reserve University and other places
What is this page?
This page lists the scientific contributions of an author, who either does not have a ResearchGate profile, or has not yet added these contributions to their profile.
It was automatically created by ResearchGate to create a record of this author's body of work. We create such pages to advance our goal of creating and maintaining the most comprehensive scientific repository possible. In doing so, we process publicly available (personal) data relating to the author as a member of the scientific community.
If you're a ResearchGate member, you can follow this page to keep up with this author's work.
If you are this author, and you don't want us to display this page anymore, please let us know.
It was automatically created by ResearchGate to create a record of this author's body of work. We create such pages to advance our goal of creating and maintaining the most comprehensive scientific repository possible. In doing so, we process publicly available (personal) data relating to the author as a member of the scientific community.
If you're a ResearchGate member, you can follow this page to keep up with this author's work.
If you are this author, and you don't want us to display this page anymore, please let us know.
Publications (17)
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...
This publication contains reprint articles for which IEEE does not hold copyright. You may purchase this article from the Ask*IEEE Document Delivery Service at http://www.ieee.org/services/askieee/.
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...
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...
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...
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...
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...
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...
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
... In Primal leadership: Realizing the power of emotional intelligence, published by Harvard Business Press, authors (Goleman et al., 2013) argue that emotional intelligence is essential for effective leadership in government organizations because leaders must be able to recognize, understand, and control their own emotions as well as those of others. ...
![[object Object]](https://i1.rgstatic.net/ii/profile.image/273635260760072-1442251138271_Q64/Richard-Boyatzis.jpg)
... 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.). ...
... Insufficient assistance and direction may impede the acquisition of essential proficiencies, aptitudes, and introspection essential for triumph in novel positions (Spreitzer, 1995). Insufficient training and coaching can also lead to a feeling of seclusion, as individuals may perceive themselves as being insufficiently prepared to handle the intricacies and difficulties of their recent roles (Goleman et al., 2013). ...
... According to Boyatzis and McKee (2006), Resonant Leaders, as leaders with "high emotional intelligence, self-awareness, self-management, social awareness and relationship management competencies" understand the emotions of their followers, manage them and establish trust-based relationships. In times of crisis and uncertainty, they instill hope in their audience, inspire them in line with a shared vision, and greet them with compassion. ...
... Emotional intelligence (EI) is the ability to understand and reason with emotion, integrate emotion into intellect, identify and convey emotion, and control one's own and others' emotions (Salovey, Peter;Mayer, 2000). Goleman identifies four elements of EI: self-awareness, self-management, social awareness, and relationship management (Goleman et al., 2002). Self-awareness refers to a person's proclivity to be aware of his or her feelings, attitudes, and behaviour in response to specific circumstances (Benbassat and Baumal, 2005). ...
... 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: ...
... An important element that supports the dynamic relationship between leadership and emotional intelligence is the primary responsibility of leadership itself, namely the development of emotions. More specifically, a primary task of leaders is to inspire good feelings in those they lead [38]. This happens when they cultivate harmony and coordination, creating a pool of positive energy that unleashes the best in people. ...
... 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. ...
