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A Coach's Guide to Emotional Intelligence: Strategies for Developing Successful Leaders by Marcia Hughes, James Bradford Terrell

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DEVELOPING EMOTIONAL AND SOCIAL SKILLS—A CASE STUDY

Bridget enjoys her work for a medical supply company. She’s been with them for twenty-two years and has moved up the ranks; a few years ago she was promoted to being the director of the research division for one of their products. Thirty people report to Bridget, who has been identified as a high-potential leader for future promotion. Bridget likes the idea of being promoted, but she doesn’t crave it. She entered into coaching when her company offered it to her level of leaders because she’s interested in improving her skills as a manager and she was mildly curious. She knows she may or may not be promoted, but that she and her staff could benefit from her improving some of her emotional ...

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