The Human Side of Leadership: Navigating Emotions at Work
Jul 2007 · Bloomsbury Publishing USA
Ebook
160
Pages
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About this ebook
Despite the ubiquitous nature of emotions as part of the human psyche, the emotional side of leadership is largely ignored in formal and informal training of managers, often resulting in miscommunication and contributing to stress in the workplace. Though concepts such as emotional intelligence have entered the mainstream, they are often marginalized in managerial practice. This book argues that without acknowledging the powerful influence of emotions—your own as well as others'—managers are doomed to fail in their interactions with employees, peers, and bosses, and ultimately in their ability to manage and lead effectively. Ginsberg and Davies draw from primary research, including interviews with managers in a variety of settings, to introduce readers to the emotional side of leadership and demonstrate its positive effects on individual and organizational performance. They present practical tools for honing emotional navigation skills and applying them toward decision making, problem solving, communication, feedback, and performance improvement.
Any management decision that involves people (in other words, any management decision) has an emotional component. Given the ubiquitous nature of emotions as part of the human psyche, one would expect leaders and managers to be well-trained and equipped to deal with emotions in the workplace. On the contrary, the emotional side of being a leader is largely ignored in formal and informal training programs, often resulting in miscommunication between managers and their employees, and contributing to workplace stress. Though concepts such as emotional intelligence have entered the mainstream, systematic development of skills in managing emotions in the workplace have yet to emerge, and are often relegated to the touchy-feely end of the spectrum.
This book argues that without acknowledging the powerful influence of emotions—their own as well as others'—managers are doomed to fail in their interactions with employees, peers, and bosses, and ultimately in their ability to manage and lead effectively. Ginsberg and Davies draw from primary research, including interviews with managers in a variety of settings, to introduce readers to the emotional side of leadership and demonstrate its positive effects on individual and organizational performance. They present practical tools for honing emotional navigation skills and applying them toward decision making, problem solving, communication, feedback, and performance improvement.
Any management decision that involves people (in other words, any management decision) has an emotional component. Given the ubiquitous nature of emotions as part of the human psyche, one would expect leaders and managers to be well-trained and equipped to deal with emotions in the workplace. On the contrary, the emotional side of being a leader is largely ignored in formal and informal training programs, often resulting in miscommunication between managers and their employees, and contributing to workplace stress. Though concepts such as emotional intelligence have entered the mainstream, systematic development of skills in managing emotions in the workplace have yet to emerge, and are often relegated to the touchy-feely end of the spectrum.
This book argues that without acknowledging the powerful influence of emotions—their own as well as others'—managers are doomed to fail in their interactions with employees, peers, and bosses, and ultimately in their ability to manage and lead effectively. Ginsberg and Davies draw from primary research, including interviews with managers in a variety of settings, to introduce readers to the emotional side of leadership and demonstrate its positive effects on individual and organizational performance. They present practical tools for honing emotional navigation skills and applying them toward decision making, problem solving, communication, feedback, and performance improvement.
About the author
Rick Ginsberg is Dean of the School of Education at the University of Kansas. Previously, he served as Professor and Director of the School of Education at Colorado State University. He has spent nearly 30 years in education, in teaching, research, administration, and policy. He is the author of over 80 journal articles and book chapters on issues related to individual and organizational success. He is also co-editor of two books and co-author of Exceeding Expectations.
Timothy Gray Davies is Professor and Director of the School of Education at Colorado State University, where he previously served as Director of Graduate Programs and Program Chair of the Community College Leadership Doctoral Program. Prior to joining Colorado State, he spent over 30 years in community college development, administration, and leadership. He has published over 40 articles and book chapters on leadership and emotional intelligence.
Timothy Gray Davies is Professor and Director of the School of Education at Colorado State University, where he previously served as Director of Graduate Programs and Program Chair of the Community College Leadership Doctoral Program. Prior to joining Colorado State, he spent over 30 years in community college development, administration, and leadership. He has published over 40 articles and book chapters on leadership and emotional intelligence.
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