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This paper aims to detail why emotional intelligence is important for all organizations.

The paper describes how talent‐management company StepStone ExecuTrack improved the emotional intelligence of two key employees – the client‐services director and the implementation consultant – and the rewards this brought both for the individuals concerned and for the company as a whole.

The paper reveals that the implementation of individual development plans for these two employees led to a number of identified competence gaps being closed, and clear improvements in the area of emotional intelligence.

The paper shows that the training not only improved the performance of the two individuals, but also that of the company as a whole.

The paper reveals that, following significant benefits in terms of organic growth, improved customer satisfaction and consistent customer retention rates, the program is to be rolled out to the wider organization.

The purpose of this paper is to discuss why emotional intelligence is important for all organizations.

This paper outlines the program the author developed for his own team and explains how it realized the tangible benefits of organic growth, improved customer satisfaction and consistent customer retention rates that mean that the program is soon to be rolled out to the wider organization.

The implementation of the individual development plan for the client services director led to a number of identified competence gaps being closed or improved upon, as was identified during the gap analysis. The results clearly show significant improvements in the area of emotional intelligence.

The paper discusses why emotional intelligence is important for all organizations.

Hunger strikes have a long history in efforts to achieve social change but scholars have made few comparative, empirical, or theoretical contributions to understanding their dynamics and connections in the social movement and nonviolent action literature. We examine hunger strikes from 1906 to 2004 with a comparative perspective, elaborating on its use as a tactic of nonviolent change. Using data assembled from the New York Times, Keesing's Worldwide Online, and The Economist we analyze how, when, where, and why hunger strikes occur, and by whom they have been utilized to seek change. In general, findings reveal that hunger strikes over the last century have been widespread phenomena that are typically small, brief, and relatively successful tactics against the state. Several themes emerge regarding hunger strikes including their appeal to the powerless and emergence when few political opportunities exist, their significance for third-party mobilization, and the role of emotions in the protest dynamics. Taken together, the power struggle involving the hunger strike is an important example and extension of “political jiu-jitsu” as presented by Sharp (1973).