Table of Contents

Research Companion to Organizational Health Psychology

Research Companion to Organizational Health Psychology

New Horizons in Management series

Edited by Alexander-Stamatios G. Antoniou and Cary L. Cooper

This timely Research Companion is essential reading to advance the understanding of healthy behaviours within working environments and to identify problems which can be the cause of illness. Containing both theoretical and empirical contributions written by distinguished academics working in Europe, North America and Australia, the book covers leading edge topics ranging from current theories of stress, stress management, and stress in specific occupational groups, such as doctors and teachers, to the relationship of stress with well-being. It provides systematic approaches towards practical actions and stress interventions in working environments and a solid theoretical framework for future research. It will be an essential companion to research on psychology and medicine as well as stress.

Chapter 42: Developing Leadership through Emotional Intelligence

Richard E. Boyatzis

Subjects: business and management, human resource management, organisational behaviour


Richard E. Boyatzis Elena was upset. She was snapping at people and felt out of sorts. She had not slept well the night before. Even though she was chief financial office (CFO) of a large corporation in Moscow, something in the previous day’s seminar bothered her. She had been considering how to improve her leadership style through developing more emotional intelligence. The instructor had explained that such efforts were short-lived if not anchored in a personal vision. Some time after lunch, it dawned on Elena what was so troubling. She did not know what she wanted out of life. She does not dream about the future, and so found it difficult if not impossible to conceive of a personal vision. It certainly was not because she did not have a bright future: she was among the elite in her country. But she had trained and entered corporate life in Russia 20 years earlier, under a regime with different assumptions about possibilities in life and a career. Her subordinates were also frustrated. Elena had trouble creating excitement about a future for the organization. She had learned not to dream about the future, but to react to things as they occurred. It had shaped her approach to leadership. This reactive style was not working well. There are millions of Elenas working in organizations throughout the world. They want to be better managers and leaders, but are puzzled as to how to reach that elusive goal. With the best...

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