Susan Elaine Murphy - Böcker

This edited book presents cutting-edge research looking at the role of multiple intelligence--cognitive (IQ), emotional intelligence, social intelligence--in effective leadership, written by the most distinguished scholars in the two distinct fields of intelligence and leadership. The synergy of bringing together both traditional intelligence researchers and renowned leadership scholars to discuss how multiple forms of intelligence impact leadership has important implications for the study and the practice of organizational and political leadership. This volume emanates from the recent explosion of interest in non-IQ domains of intelligence, particularly in Emotional Intelligence and Social Intelligence. Indeed, the leading EI and SI scholars have contributed to this book. Research described in this book suggests that: (1) possession of multiple forms of intelligence is important for effective leadership; (2) researchers are just beginning to understand the breadth, depth, and potential applications of non-IQ domains of intelligence; (3) incorporating multiple intelligence constructs into existing leadership theories will improve our understanding of effective leadership; and (4) research on multiple intelligence has important implications for both the selection and training of future leaders.

Leadership in today's organizations is a tough business. Organizational leaders face a number of challenges as their jobs, and the world around them, become increasingly complex. Trends, such as organizational "delayering," rapid technological advances, and increased employee empowerment require that leaders adapt their techniques and styles of leadership to meet these new challenges. Consequently, there has been an explosion of interest in leadership in recent years as researchers and management educators struggle to understand the process of leadership development, how it operates, and what characteristics make effective leaders. Born of these questions, the 11th Annual Kravis-de Roulet Leadership Conference at Claremont McKenna College brought together an impressive slate of scholars whose theories, research, and cutting-edge techniques are now gathered together in this impressive volume. Each chapter asks and answers questions about the current state of the field while providing future direction for research to help bridge the gap between leadership researchers and leadership development practitioners. Notable topics include chapters on "e-leadership" and leadership within the "virtual" organization, exploring 360-degree feedback, the importance of "social capital," and a comprehensive analysis of the well-researched theory of Leader Member Exchange.

This edited book presents cutting-edge research looking at the role of multiple intelligence--cognitive (IQ), emotional intelligence, social intelligence--in effective leadership, written by the most distinguished scholars in the two distinct fields of intelligence and leadership. The synergy of bringing together both traditional intelligence researchers and renowned leadership scholars to discuss how multiple forms of intelligence impact leadership has important implications for the study and the practice of organizational and political leadership. This volume emanates from the recent explosion of interest in non-IQ domains of intelligence, particularly in Emotional Intelligence and Social Intelligence. Indeed, the leading EI and SI scholars have contributed to this book. Research described in this book suggests that: (1) possession of multiple forms of intelligence is important for effective leadership; (2) researchers are just beginning to understand the breadth, depth, and potential applications of non-IQ domains of intelligence; (3) incorporating multiple intelligence constructs into existing leadership theories will improve our understanding of effective leadership; and (4) research on multiple intelligence has important implications for both the selection and training of future leaders.

Leadership in today's organizations is a tough business. Organizational leaders face a number of challenges as their jobs, and the world around them, become increasingly complex. Trends, such as organizational "delayering," rapid technological advances, and increased employee empowerment require that leaders adapt their techniques and styles of leadership to meet these new challenges. Consequently, there has been an explosion of interest in leadership in recent years as researchers and management educators struggle to understand the process of leadership development, how it operates, and what characteristics make effective leaders. Born of these questions, the 11th Annual Kravis-de Roulet Leadership Conference at Claremont McKenna College brought together an impressive slate of scholars whose theories, research, and cutting-edge techniques are now gathered together in this impressive volume. Each chapter asks and answers questions about the current state of the field while providing future direction for research to help bridge the gap between leadership researchers and leadership development practitioners. Notable topics include chapters on "e-leadership" and leadership within the "virtual" organization, exploring 360-degree feedback, the importance of "social capital," and a comprehensive analysis of the well-researched theory of Leader Member Exchange.

There are many lessons to be learned about work-family interaction. It is clear that some people have learned how to combine work and family in ways that are mutually supporting--at least much of the time--and some employers have created work environments and policies that make positive interdependence of these two spheres more likely to occur. This book discusses measures of work-family, conflict, policies designed to reduce conflict, comparisons with other industrialized nations, and reasons why family-friendly work-policies have not been adopted with enthusiasm. The purpose is to consider a broad range of topics that pertain to work and family with the goal of helping employers and working families understand the work-life options that are available so they can make choices that offer returns-on-investments to employers, families, and society at large that are consistent with personal and societal values.This book brings together a superb panel of experts from different disciplines to look at work and family issues and the way they interact. Part I is an overview--with a brief discussion by a psychologist, economist, and a political scientist--each of whom provide their own interpretation of how their discipline views this hybrid field. Part II considers the business case of the question of why employers should invest in family-friendly work policies, followed by a section on the employer response to work family interactions. Families are the focus of the Part IV, followed by a look at children--many of whom are at the heart of work and family interaction.

There are many lessons to be learned about work-family interaction. It is clear that some people have learned how to combine work and family in ways that are mutually supporting--at least much of the time--and some employers have created work environments and policies that make positive interdependence of these two spheres more likely to occur. This book discusses measures of work-family, conflict, policies designed to reduce conflict, comparisons with other industrialized nations, and reasons why family-friendly work-policies have not been adopted with enthusiasm. The purpose is to consider a broad range of topics that pertain to work and family with the goal of helping employers and working families understand the work-life options that are available so they can make choices that offer returns-on-investments to employers, families, and society at large that are consistent with personal and societal values.This book brings together a superb panel of experts from different disciplines to look at work and family issues and the way they interact. Part I is an overview--with a brief discussion by a psychologist, economist, and a political scientist--each of whom provide their own interpretation of how their discipline views this hybrid field. Part II considers the business case of the question of why employers should invest in family-friendly work policies, followed by a section on the employer response to work family interactions. Families are the focus of the Part IV, followed by a look at children--many of whom are at the heart of work and family interaction.