Engaging people at work is not the result of any single initiative. It usually involves a comprehensive set of strategic and tactical activities that, when well co-ordinated, gets people caring and involved. Understanding how emotions permeate the workplace at both the individual and group level is the first step in employee engagement.
As part of a new book entitled The Handbook for Developing Emotional and Social Intelligence (Pfeiffer; May 2009), author Steven J. Stein explores the seven factors that great organizations have in common. These “emotionally intelligent organizations” are able to cope with change, and accomplish their goals while being responsible and sensitive to their people, customers, suppliers, networks, and society.
As you are guided through two contrasting case studies illustrating best practices in human capital strategy, you’ll discover a powerful way to measure how people feel about their work. Filled with ideas you can use at work, this chapter will help you
- Identify how an organization’s underlying mood affects its culture and performance.
- Understand the three foundations that underlie great workplaces.
- Decide whether an assessment of organizational emotional intelligence can help your organization better understand its workers.
- Master the three best practices in implementing an assessment of organizational emotional intelligence.
Uncover the winning strategies for organizational excellence in this frank and informative chapter. Editors Marcia Hughes, Henry L. Thompson, and James Bradford Terrell join two dozen additional co-authors from the Emotional Intelligence community in this rich collection of knowledge and solutions that will appeal to anyone involved in developing leaders and teams. We’ll be highlighting other chapters of this valuable resource in future EI Insider Reports.
To order The Handbook for Developing Emotional and Social Intelligence, visit MHS or contact customerservice@mhs.com.
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