What does it mean to be yourself at work? As a leader, how do you strike the right balance between vulnerability and authority?
This book explains the role of authenticity in emotionally intelligent leadership. You'll learn how to discover your authentic self, when emotional responses are appropriate, how conforming to specific standards can hurt you, and when you need to feel like a fake.
This volume includes the work of:
- Bill George
- Herminia Ibarra
- Rob Goffee
- Gareth Jones
This collection of articles includes: "Discovering Your Authentic Leadership" by Bill George, Peter Sims, Andrew N. McLean, and Diana Mayer; "The Authenticity Paradox" by Herminia Ibarra; "What Bosses Gain by Being Vulnerable" by Emma Seppala; "Practice Tough Empathy" by Rob Goffee and Gareth Jones; "Cracking the Code That Stalls People of Color" by Sylvia Ann Hewitt; "For a Corporate Apology to Work, the CEO Should Look Sad" by Sarah Green Carmichael; and "Are Leaders Getting Too Emotional?" an interview with Gautam Mukunda and Gianpiero Petriglieri by Adi Ignatius and Sarah Green Carmichael.
How to be human at work. The HBR Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master.
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|detailed_location_arlington||Central New Nonfiction|
|display_description||Organizations require certain qualities and behaviors from their employees, so much so that many individuals feel they lose who they truly are. Leaders, especially, can struggle to be seen as authority figures when they feel uncertain or emotional. Can you ever really be yourself at work? This book shows you how to balance vulnerability, emotion, and authority, so that you can feel effective at work while also being true to yourself. You'll learn from the latest research who is most at risk for feeling inauthentic, what that means for engagement and credibility, and how to decide when is appropriate to just be yourself--or adapt to your company's culture and expectations.--|
|item_details||ils:.b19912286|.i21559570|Central New Nonfiction|658.4092 AUTHE|||1|false|false|||||Due Apr 8, 2018|Mar 14, 2018|cann|||
|local_time_since_added_arlington||Six Months, Year|
|owning_library_arlington||Arlington Public Library, Aurora Hills, Central, Cherrydale, Columbia Pike, Connection Crystal City, Detention Center, Glencarlyn, Local History, Plaza, Shirlington, Westover|
|record_details||ils:.b19912286|Book|Books||English|Harvard Business Review Press,||viii, 140 pages ; 20 cm.|
|scoping_details_arlington||ils:.b19912286|.i21559570|Checked Out|Checked Out|false|false|true|false|false|true|999||||
|series||HBR emotional intelligence|
|series_with_volume||HBR emotional intelligence|
|subject_facet||Authenticity (Philosophy), Corporate culture, Leadership -- Psychological aspects, Self-consciousness (Awareness)|