The scholarship of management teaching and learning has established itself as a field in its own right, and this benchmark Handbook is the first to provide an account of the discipline. Original chapters from leading international academics identify the key issues and map out where the discipline is going. Each chapter provides a comprehensive and critical overview of the given topic area, highlights current debate, and reviews the emerging research agenda.
Chapter 23: Developing Emotional, Social, and Cognitive Intelligence Competencies in Managers and Leaders
Developing Emotional, Social, and Cognitive Intelligence Competencies in Managers and Leaders
Various combinations of emotional, social, and cognitive intelligence competencies have been shown to predict effectiveness in leadership and management throughout the world (Boyatzis, 2008). Although billions of dollars are spent each year in attempts to develop them, and in graduate management education to prepare people for these roles, little longitudinal research has been done to show what works and what does not.
Using 20 years of longitudinal studies of people 25–65 years old at the Weatherhead School of Management (Boyatzis, Stubbs & Taylor, 2002), supported by other Model Programs from the Consortium on Research on Emotional Intelligence in Organizations (Cherniss & Adlenr, 2000), and a ...