HANDBOOK FOR DEVELOPING EMOTIONAL AND SOCIAL INTELLIGENCE: BEST PRACTICES, CASE STUDIES, AND STRATEGIES

Handbook for Developing Emotional and Social Intelligence is an authoritative collection of practical content—best practices, case studies, and tools—that showcases the application and development of emotional and social intelligence in the workplace. The authors are some of the best-known experts in the field and the book includes practitioners, academics and thought-leaders that contributed to this rich collection of knowledge and solutions that will appeal to anyone involved in developing leaders and teams. The handbook features topics such as leadership, recruitment, conflict resolution, team development, and stress management.

Marcia Hughes is president of Collaborative Growth®, L.L.C., a coaching and consulting firm. She is the co-author of A Coach's Guide to Emotional Intelligence, The Emotionally Intelligent Team, The Team Emotional and Social Intelligence Survey® (TESI®) and more.
Henry L. Thompson is president and CEO of High Performing Systems, Inc., a consulting and training firm. He is the leading researcher on the interaction of emotional intelligence, stress, and leadership.
James Bradford Terrell is vice president of Collaborative Growth®, L.L.C., a coaching and consulting firm. He is the co-author of A Coach's Guide to Emotional Intelligence, The Emotionally Intelligent Team, The Team Emotional and Social Intelligence Survey® (TESI®) and more.

Foreword by James M. Kouzes.
Acknowledgments.
Introduction.
PART ONE: COACHING: WORKING WITH LEADERS AND OTHER INDIVIDUALS.
Chapter One: Coaching with Emotional and Social Effectiveness (Marcia Hughes and James Bradford Terrell).
Chapter Two: Developing High Achievers Through Emotional Intelligence: More Intelligent Than Emotional (Geetu Bharwaney).
Chapter Three: Resonant Leadership for Results: An Emotional and Social Intelligence Program for Change in South Africa and Cambodia (Annie McKee, Frances Johnson, Eddy Mwelwa, and Suzanne Rotondo).
Chapter Four: When Enhanced EI Is Associated with Leadership Derailment (Howard Book).
Chapter Five: Advanced EQ-i® Interpretation Techniques: The Concepts of Drag, Balance, and Leverage (Rich Handley).
Chapter Six: Emotional Intelligence, Stress, and Catastrophic Leadership Failure™ (Henry L. Thompson).
PART TWO: TEAMS, ORGANIZATIONS, AND CULTURES: WORKING WITH SYSTEMS.
Chapter Seven: Building Your Team’s Conflict-Resolution Skills with Emotional and Social Intelligence (Marcia Hughes).
Chapter Eight: From Individual to Organizational Emotional Intelligence (Steven J. Stein).
Chapter Nine: Zeroing in on Star Performance (Diana Durek and Wendy Gordon).
Chapter Ten: Emotional Intelligence: A View from South Africa (Jopie de Beer, Nicola Taylor, Renate Scherrer, and Christina van der Merwe).
PART THREE: MULTIPLE PERSPECTIVES: COMBINING WISDOM.
Chapter Eleven: Personality Type and Emotional Intelligence: Pragmatic Tools for the Effective Practitioner (Roger R. Pearman).
Chapter Twelve: Using the EQ-i® and MSCEIT® in Tandem (Henry L. Thompson).
Chapter Thirteen: Integrating Appreciative Inquiry and Emotional Intelligence for Optimal Coaching Results (G. Lee Salmon and James Bradford Terrell).
Chapter Fourteen: A Critical Perspective on the "Social" Within Emotional Intelligence (Carina Fiedeldey-Van Dijk).
PART FOUR: EDUCATION: LEADERS AND STUDENTS.
Chapter Fifteen: A Sustainable, Skill-Based Approach to Building Emotionally Literate Schools (Marc A. Brackett, Janet Patti, Robin Stern, Susan E. Rivers, Nicole A. Elbertson, Christian Chisholm, and Peter Salovey).
Chapter Sixteen: Developing Emotional, Social, and Cognitive Intelligence Competencies in Managers and Leaders in Educational Settings (Richard E. Boyatzis).
Chapter Seventeen: Emotional Intelligence, Leadership, and the School Administrator (James D.A. Parker, Howard E. Stone, and Laura M. Wood).
Conclusion.
Index.
About the Editors.
Pfeiffer Publications Guide.