Leadership Passages: The Personal and Professional Transitions That Make or Break a Leader (J-B US non-Franchise Leadership)

Ego management, 123–124

Embarrassment, 84, 85, 112

Emerson Electric, 151

Emotional intelligence: effective leadership and, 11

inadequate, as cause of failure, 89

leadership development and, 187–188

learning, in adversity, 16, 214

Emotional reactions: to acquisition or merger, 119, 121, 122, 129, 130

to bad boss or coworker, 106

to being fired or passed over, 107–109, 110, 111–114, 117–118

compartmentalization of, in organizations, 176–177

to death, 176

expression of, 129, 167–168, 172–174, 176–177, 208–209

to failure, 26–27

in personal upheaval passage, 167–168, 172–174, 176

resilience and, 204

SARA model of, 26–27, 205

Emotional support. See Support, emotional

Empathy: failure in, 57

through failure, 32

through learning from passages, 191–192, 214

through personal upheaval passage, 170

Enjoyment stage, in acquisition or merger, 122

Enron, 57

Epcot Center, 138

Ethics violations, 95, 100, 183

Europe, living in, 140

Expectations: failure to meet, 82, 113–114

in joining-a-company passage, 35, 41

Experience-based learning, 22–23

attitudes for, 23–26

for leadership development, 187

risk taking in, 212–213

through life experiences, 5–6, 190–191, 192. See also Learning, from passages, learning, leadership

Expertise: legacy of service with, 164–166

relying on others’, 66, 76–77

transcending ambition for, 164–166