Emotional Intelligence: Implications for Human  Resource Development

Brown, Ben

dc.contributor.author	Brown, Ben
dc.date.accessioned	2025-02-24T11:11:21Z
dc.date.available	2025-02-24T11:11:21Z
dc.date.issued	2005
dc.identifier.uri	http://digitalrepository.cipmlk.org/handle/1/814
dc.description.abstract	Broad claims have been made regarding the extent to which the construct of emotional intelligence (EI) can be utilised as a driver of competitive advantage and superior profitability. Indeed, since the concept’s inception by Mayer, DiPaolo and Salovey (1990) and Salovey and Mayer (1990), many theorists have espoused the benefits felt by organisations endowed with individuals who possess high levels of EI, and have advocated the value of developing and enhancing such intelligence.	en_US
dc.language.iso	en	en_US
dc.relation.ispartofseries	Otago Management Graduate Review;3
dc.subject	Emotional Intelligence	en_US
dc.title	Emotional Intelligence: Implications for Human Resource Development	en_US
dc.type	Article	en_US