The Emotionally Intelligent Manager [Electronic resources] : How to Develop and Use the Four Key Emotional Skills of Leadership نسخه متنی

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The Emotionally Intelligent Manager [Electronic resources] : How to Develop and Use the Four Key Emotional Skills of Leadership - نسخه متنی

David R. Caruso, Peter Salovey

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Can You Be Too Emotional?

We still hear of many situations in which people’s emotions get the better of them. Surely, there are times when we can be too emotional. Perhaps tennis star Andre Agassi’s story meets this definition.

It seems that Agassi had experienced quite a bad day on the court when he was heard to mutter an obscenity. The referee warned him, but “the incident threw Agassi into a funk. A moment later, he was slapping easy ground strokes into the net.” He lost the match.[3]

Agassi’s moods seemed to get the best of him. This would seem to be a clear-cut case for the need to have balanced and reasonable emotions and to control one’s emotions. There is such a case for tight emotional control, but it’s not a case we’re going to make. Nor is the notion of being “too emotional” one that is recognized by the emotionally intelligent manager.

Agassi’s temper tantrum and resulting performance meltdown is not an argument for less emotion but for appropriate emotion. Anger is a powerful emotion, and it rises from a sense of injustice or unfairness, or being blocked from achieving an important goal. In Agassi’s case, his temperament—the way he is wired—and not the external situation created his frustration and his anger. And his inability to allow anger to motivate him to achieve his objective— winning the match—resulted in the negative outcome.

[3]Roberts, S. “Agassi Lets His Emotions, and Rafter, Get the Best of Him.” New York Times, July 7, 2001 (late ed., East Coast), p. D.1.

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