scholarly journals Can emotional intelligence be improved? A randomized experimental study of a business-oriented EI training program for senior managers

PLoS ONE ◽  
2019 ◽  
Vol 14 (10) ◽  
pp. e0224254 ◽  
Author(s):  
Raquel Gilar-Corbi ◽  
Teresa Pozo-Rico ◽  
Bárbara Sánchez ◽  
Juan-Luís Castejón
2015 ◽  
Vol 22 (4) ◽  
pp. 550-565 ◽  
Author(s):  
Fahad Alammar ◽  
David Pauleen

AbstractThis paper reports on an exploratory investigation into the concept of managerial wisdom. Six senior managers from diverse and large organisations in New Zealand were interviewed about their conception of managerial wisdom. The findings show that senior managers have a practical and positive conception of wisdom consisting of four factors: experience and knowledge, emotional intelligence, mentorship, and deliberation and consultation. The findings show that concepts of ‘spirituality’, ‘religiosity’, and, perhaps somewhat surprisingly, ‘ethics’, are all absent from the participants’ descriptions of wise managers. A tentative definition of managerial wisdom is proposed based on these findings as well as an explanation for the absence of ethics. As interest in wisdom and management continues to grow, this exploratory empirical research serves as a base for further research on the understanding and place of wisdom in management.


2014 ◽  
Vol 27 (3) ◽  
pp. 121-131 ◽  
Author(s):  
Eunjung Kim ◽  
Kevin Cain ◽  
Doris Boutain ◽  
Jin-Joo Chun ◽  
Sangho Kim ◽  
...  

1988 ◽  
Vol 17 (3) ◽  
pp. 303-313 ◽  
Author(s):  
Terry Newell ◽  
James Wolf ◽  
Allan Drexler

Traditional management training has often been too expensive or too poorly designed to be a credible vehicle for improving managerial skills and agency performance. The Senior Managers Program of the U.S. Department of Education offers an alternative. The year-long program integrates training with on-the-job application of skills to provide both a more effective learning environment and immediate results to demonstrate the value of the training. Each training workshop is followed by a planned and monitored intervention in the participant's work unit, and teams of participants work on significant agency problems identified by high-level officials. In addition to this novel approach to linking training with organizational change, the program seeks to develop a managerial support network to promote continued growth and agency improvement after the formal training program ends.


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