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首页> 外文期刊>Advances in developing human resources >Exploring the Relationship Between Diversity Intelligence, Emotional Intelligence, and Executive Coaching to Enhance Leader Development Practices
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Exploring the Relationship Between Diversity Intelligence, Emotional Intelligence, and Executive Coaching to Enhance Leader Development Practices

机译：探索多样性智能，情感智能和高管教练之间的关系，以增强领导者发展实践

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摘要

The Problem Leadership development is one of the most pressing issues for human resource practitioners within organizations. Recently, coaching to enhance emotional intelligence (EQ) has become a major focal area for human resource and leadership development. The concept of EQ has received overwhelming research and practical support, suggesting that it, more so than technical skills or cognitive ability, is the key determinant of success in leaders. However, EQ alone may not help leaders in creating an inclusive work environment and proactively recruiting and developing diverse employees.n The Solution Diversity intelligence (DQ), recently introduced by Hughes, is another important skill that has significant impact on the interpersonal relationships at work. The current article seeks to integrate the concepts of EQ and DQ with a practical and strategic approach for human resource development professionals. A theoretical review, qualitative examination, and practical application of the main models of EQ with a focus on how specific components of these models can be utilized in coaching for increased DQ is presented. Using concepts of executive coaching and general principles of leadership development, the current study examines which facets, or dimensions, of EQ should be highlighted and developed to increase DQ.n The Stakeholders In addition to identifying which facets of each EQ model are essential for DQ, practical applications for human resource development practitioners and leaders are presented.
机译：问题领导力的发展对于组织内的人力资源从业者而言是最紧迫的问题之一。最近，增强情绪智力（EQ）的教练已成为人力资源和领导力发展的主要重点领域。情商的概念已经得到了压倒性的研究和实践支持，这表明，除技术技能或认知能力之外，情商的概念更是领导者成功的关键因素。但是，仅凭情商可能无法帮助领导者创造包容性的工作环境并积极招募和发展多元化的员工。n休斯最近推出的解决方案多样性智能（DQ）是另一项重要技能，会对工作中的人际关系产生重大影响。本文旨在将EQ和DQ的概念与针对人力资源开发专业人员的切实可行的战略方法相结合。介绍了情商主要模型的理论综述，定性检查和实际应用，重点介绍了如何在教练中利用这些模型的特定组成部分来提高情商。本研究使用高管教练的概念和领导力发展的一般原则，研究了应该强调和发展情商的哪些方面或维度以提高DQ。n利益相关者除了确定每种情商模型的哪些方面对于DQ至关重要，介绍了人力资源开发从业人员和领导者的实际应用。

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