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Emotional Intelligence and Cognitive Abilities

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Book Series: Frontiers Research Topics ISSN: 16648714 ISBN: 9782889199228 Year: Pages: 170 DOI: 10.3389/978-2-88919-922-8 Language: English
Publisher: Frontiers Media SA
Subject: Science (General) --- Psychology
Added to DOAB on : 2016-01-19 14:05:46
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Nowadays, not only psychologists are interested in the study of Emotional Intelligence (EI). Teachers, educator, managers, employers, and people, in general, pay attention to EI. For example, teachers would like to know how EI could affect student’s academic results, and managers are concerned about how EI influences their employees’ performance. The concept of EI has been widely used in recent years to the extent that people start to applying it in daily life. EI is broadly defined as the capacity to process and use emotional information. More specifically, according to Mayer and Salovey, EI is the ability to: “1) accurate perception, appraise, and expression of emotion; 2) access and/or generation of feelings when they facilitate thought; 3) understand emotions and emotional knowledge; and 4) regulate emotions to promote emotional and intellectual growth” (Mayer and Salovey 1997, p. 10). When new information arises into one specific area of knowledge, the work of the scientists is to investigate the relation between this new information and other established concepts. In this sense, EI could be considered as a new framework to explain human behaviour. As a young concept in Psychology, EI could be used to elucidate the performance in the activities of everyday life. Over the past two decades, studies of EI have tried to delimitate how EI is linked to other competences. A vast number of studies have reported a relation between EI and a large list of competences such as academic and work success, life satisfaction, attendee to emotions, assertiveness, emotional expression, emotional-based decision making, impulsive control, stress management, among others. Moreover, recent researches have shown that EI plays an important role in the prediction of behaviour besides personality and cognitive factors.However, it is not until quite recently, that studies on EI have considered the importance of individual differences in EI and their interaction with cognitive abilities.The general issue of this Research Topic was to expose the role of individual differences on EI in the development of a large number of competencies that support a more efficient performance in people’s everyday life. The present Research Topic provide an extensive review that may give light to the better understanding of how individual differences in EI affect human behaviour. We have considered studies that analyse: 1) how EI contributes to emotional, cognitive and social process beyond the well-known contribution of IQ and personality traits, as well as the brain system that supports the EI; 2) how EI contributes to relationships among emotions and health and well-being, 3) the roles of EI during early development and the evaluation in different populations, 4) how implicit beliefs about emotions and EI influence emotional abilities.

The Impact of Shared Vision on Leadership, Engagement, Organizational Citizenship and Coaching

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Book Series: Frontiers Research Topics ISSN: 16648714 ISBN: 9782889196715 Year: Pages: 199 DOI: 10.3389/978-2-88919-671-5 Language: English
Publisher: Frontiers Media SA
Subject: Science (General) --- Psychology
Added to DOAB on : 2016-08-16 10:34:25
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According to management and psychology courses, as well as legions of consultants in organizational psychology, shared vision in dyads, teams and organizations can fill us with hope and inspire new possibilities, or delude us into following false prophets. However, few research studies have empirically examined the impact of shared vision on key organizational outcomes such as leadership effectiveness, employee engagement, organizational citizenship, coaching and organizational change. As a result, the field of organizational psychology has not yet established a causal pattern of whether, if, and how shared vision helps dyads, teams and organizations function more effectively. The lack of empirical work around shared vision is surprising given its long-standing history in the literature. Bennis and Nanus (1982) showed that distinctive leaders managed attention through vision. The practitioner literature has long proclaimed that vision is a key to change, while Conger and Kanungo (1998) discussed its link to charismatic leadership. Around the same time, positive psychology appeared in the forms of Appreciative Inquiry (Cooperrider, Sorensen, Whitney, & Yaeger, 2000) and Positive Organizational Scholarship (Cameron, Dutton, & Quinn, 2003). In this context, a shared vision or dream became a legitimate antecedent to sustainable change. But again, empirical measurement has been elusive. More recently, shared vision has been the focus of a number of dissertations and quantitative studies building on Intentional Change Theory (ICT) (Boyatzis, 2008) at dyad, team and organization levels of social systems. These studies are beginning to lay the foundations for a systematic body of empirical knowledge about the role of shared vision in an organizational context. For example, we now know that shared vision can activate neural networks that arouse endocrine systems and allow a person to consider the possibilities of a better future (Jack, Boyatzis, Leckie, Passarelli & Khawaja, 2013). Additionally, Boyatzis & Akrivou (2006) have discussed the role of a shared vision as the result of a well-developed set of factors that produce a desired image of the future. Outside of the organizational context, positive visioning has been known to help guide future behavior in sports psychology (Loehr & Schwartz, 2003), medical treatment (Roffe, Schmidt, & Ernst, 2005), musical performance (Meister, Krings, Foltys, Boroojerdi, Muller, Topper, & Thron, 2004), and academic performance (Curry, Snyder, Cook, Ruby, & Rehm, 1997). This Research Topic for Frontiers in Psychology is a collection of 14 original papers examining the role of vision and shared vision on a wide variety of desired dependent variables from leadership effectiveness and executive performance to organizational engagement, citizenship and corporate social responsibility, and how to develop it through coaching.

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