Sublime

Self-Observations

The first issue any management training oriented to transformation would have to address is exactly this: what is the person having to manage psychologically? Peter has to manage preserving his loyalties to the people with whom he works. Lynn has to manage not allowing such loyalties to overrun the purposes of the bigger system of which they are a

Piaget, J. (2001) The Psychology of Intelligence. London: Routledge.

As a result of these and other studies with leaders, there is a special version of the EQ-i that looks specifically at leadership skills. One special feature is the breakdown of specific leadership skills into three areas. The first is people oriented. This looks at a leader's ability to motivate staff and work as a team. The second area is process

As we deepen our self-awareness, we eventually arrive at a very important key insight: we are not our emotions.

After decades of working in the fields of psychology and psychiatry, we've concluded that it's at least as important to be emotionally and socially intelligent as it is to be cognitively or analytically intelligent.

These managers are more committed to their employees’ development, and to their own.