Download Multiple Intelligences and Leadership (Volume in Lea's by Ronald E. Riggio, Susan Elaine Murphy, Francis J. Pirozzolo PDF

By Ronald E. Riggio, Susan Elaine Murphy, Francis J. Pirozzolo

This edited ebook provides state of the art learn the position of a number of intelligence--cognitive (IQ), emotional intelligence, social intelligence--in powerful management, written via the main distinctive students within the unique fields of intelligence and management. The synergy of bringing jointly either conventional intelligence researchers and well known management students to debate how a number of kinds of intelligence impression management has vital implications for the research and the perform of organizational and political management. This quantity emanates from the new explosion of curiosity in non-IQ domain names of intelligence, quite in Emotional Intelligence and Social Intelligence. certainly, the top EI and SI students have contributed to this booklet. study defined during this publication means that: (1) ownership of a number of sorts of intelligence is necessary for powerful management; (2) researchers are only commencing to comprehend the breadth, intensity, and capability functions of non-IQ domain names of intelligence; (3) incorporating a number of intelligence constructs into latest management theories will enhance our realizing of potent management; and (4) learn on a number of intelligence has vital implications for either the choice and coaching of destiny leaders.

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Extra resources for Multiple Intelligences and Leadership (Volume in Lea's Organization and Management Series)

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Greater social complexity results because executives must supervise and coordinate the activities of different departments and subsystems within the organization, with each subsystem presenting the leader with different and often conflicting demands, goals, and agendas. In developing an overall organizational direction, the executive needs to consider and reconcile the requirements engendered by each of these organizational subsystems. The socially complex dimension of this process is that executives then need to persuade various organizational constituents and stakeholders to accept their reconciliation of their demands.

Each of these points has been reflected in recent research identifying social intelligence as an important leadership quality. For example, models of organizational leadership by Mumford, et al. (1993) and Zaccaro (1996, 1999) argue that as individuals ascend the organizational hierarchy, leadership performance requirements become more socially complex, increasing the importance of key social competencies for leader effectiveness. Further, Zaccaro (1996, 1999) presented a model of these competencies that emphasized their integrative contributions to leader flexibility.

J. (1998). A balance theory of wisdom. Review of General Psychology, 2, 347–365. J. (1999). A propulsion model of types of creative contributions. Review of General Psychology, 3, 83–100. K. (1986). What is intelligence? Norwood, NJ: Ablex Publishing Corporation. L. (2000). Practical intelligence in everyday life. New York: Cambridge University Press. I. (1991(8), April). Creating creative minds. Phi Delta Kappan, 608–614. I. (1995). Defying the crowd: Cultivating creativity in a culture of conformity.

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