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More than ten million students are enrolled each year in public two-year colleges in the United States. Community colleges are faced with unprecedented accountability for student progression and completion. In Washington State, the work of academic and student services deans is critical to the success of public two-year colleges. Mayer and Salovey’s (1997) ability model of emotional intelligence and the related work of Goleman (1998), and Mayer, Salovey, and Caruso (2008) suggest that the development of emotional intelligence has the potential to positively impact the effectiveness of these community college leaders. This study asks broadly, what are the perceptions, beliefs, and attitudes of Washington State community college deans about emotional intelligence?
Robert Nobel Prize winner Edith Wharton once said, “There are two ways of spreading light: to be the candle or the mirror that reflects it.” This is an amazingly accurate description of the difference between Type A and Type B personalities. Type A personalities are the candles—and they’re usually burning at both ends. Type B personalities, on the other hand, put out every bit as much light; they just don’t get as much recognition for it.
In Hans Christian Andersen's fable The Red Shoes, a young girl longs for a pair of pretty red shoes. She ultimately tricks the blind woman who cares for her into buying her a pair. Her love for the red shoes causes her to give them priority over the more important things in her life, and, as often happens in fables, karma is not on her side. The shoes become firmly stuck to her feet and force her to dance non-stop, to the point where she almost dies from exhaustion and starvation.
Many bosses assume that a leader needs to be aloof and tough on employees in order to be effective. They fear that looking “soft” will erode their employee’s motivation and respect for them. To prove their case, they cite examples of brilliant leaders who modeled a tough leadership style, such as Steve Jobs, who berated his employees.
Toxic people defy logic. Some are blissfully unaware of the negative impact that they have on those around them, and others seem to derive satisfaction from creating chaos and pushing other people’s buttons. Either way, they create unnecessary complexity, strife, and worst of all stress.
Difficult people defy logic. Some are blissfully unaware of the negative impact that they have on those around them, and others seem to derive satisfaction from creating chaos and pushing other people’s buttons. Either way, they create unnecessary complexity and strife.
In TalentSmart’s emotional intelligence (EQ) training programs, we often get questions about beliefs. People want to know whether a person’s beliefs play a role in their EQ. Here’s how to think about this important question.
When you’re a nice person, conflict can be a real challenge. Not that means people are any better at conflict; they just enjoy it more.
New research from Columbia University shows that how you handle conflict can make or break your career.
There you are, just sitting in the conference room minding your own business and waiting for the meeting to start. Then in it comes—a gray 10,000-pound trunk-swinging monstrosity. To your dismay, it plants itself firmly in the center of the room. The meeting begins as expected, but everyone’s attention is drawn to the unwelcome centerpiece
With the coronavirus pandemic, you may have suddenly found yourself working from home bunkered up next to a copiously stocked fridge, and a nervous roommate rattling off hourly news updates.
Great bosses change us for the better. They see more in us than we see in ourselves, and they help us learn to see it too. They dream big and show us all the great things we can accomplish.
When thinking about team agility, it might help to picture a team of whitewater rafters heading toward class five rapids. The team paddles and maneuvers the raft swiftly but effectively. They’re proactive in communicating logs or rocks they see in their path. They adapt in real-time to new challenges by scanning the near horizon, gathering information, communicating, and calling out a clear strategy of action.
The mass exodus of Baby Boomers from the workplace has begun. You’d hardly know it with unemployment expected to average 10% this year—the highest level in seven decades. But make no mistake about it; Boomers are on their way out. New research from the U.S. Office of Personnel Management reveals that smart companies should examine not only what they’re winning—talented youth—but also what they’re losing—quality leadership.
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