Daniel Goleman

Emotional Intelligence - Why It Can Matter More Than IQ

5 stars (Neurology of emotions) - This book does an excellent job of explaining how the brain is overpowered by emotions. You also learn that if you are in an extreme state of emotional arousal, your rational ability is impaired. To deal with emotions, I strongly recommend Rosalene Glickman's book, Optimal Thinking: How To Be Your Best Self and the Optimal thinking emotional mastery wallet cards. In the Optimal thinking resources, you receive a clear explanation of each emotion, why they are caused and how to be deal with each troublesome emotion. You are provided with questions to understand and resolve them. Both of these books are excellent. 4 stars (Good overview of how emotions affect - and sometimes rule - our lives) - I suppose I was first interested in this book, which has been around quite some time now, by the often quoted assertion that emotional intelligence - EQ - is now more important to career development and job performance than IQ. What I found was a good explanation of how humans are affected and sometimes governed by their emotions. The book is one of an interesting genre - popular social science, a bit like the work of Malcolm Gladwell - and I must admit it had me gripped to start with. By the end of the book, I was a bit over it, because it tends to look at how EQ can be boosted in kids and obviously being a fully-grown adult I was interested to know how I could boost my own EQ and in doing so boost my chances of early promotion, unfathomed success and early retirement. The book is pretty good at explaining the process of emotional reactions and I love the phrase "emotional hijacking" - when our emotions take over. I suppose the real value in this book is understanding as a whole how your brain works and what exactly your emotions are. If this has contributed anything to my quality of life, it is probably the realisation of how emotions follow patterns and how simple facial gestures, such as rolling your eyes, can trigger an adverse r...
Bantam :: Self-Help & Success :: Social aspects :: Self-Help :: Psychology :: Personal Growth - Success :: Emotions and cognition :: Emotions :: Daniel Goleman :: :: Emotional Intelligence - Why It Can Matter More Than IQ

What Makes a Leader- HBR OnPoint Enhanced Edition

5 stars (The five components of emotional intelligence) - Daniel Goleman is co-chairman of the Consortium for Research on Emotional Intelligence in Organizations, based at Rutgers University. He is the author of the bestsellers 'Emotional Intelligence' (1995) and 'Working with Emotional Intelligence' (1998). This article was published in the November-December 1998 issue of the Harvard Business Review. "... most effective leaders are alike in one crucial way: they all have a high degree of what has come to be known as emotional intelligence." Thankfully, according to the author, people can develop their emotional intelligence. In this article the author discusses the five components of emotional intelligence: (1) self-awareness, (2) self-regulation, (3) motivation, (4) empathy, and (5) social skill. Each of these components are discussed in detail and complemented with examples. In addition, the author complements this with a discussion on whether you can learn emotional intelligence: "It's important to emphasize that building one's emotional intelligence cannot - will not - happen without sincere desire and concerted effort." Nice, clear article on the softer side of leadership. The author explains that leadership is not just built on IQ and technical ability, but needs a healthy proportion of emotional skills. Readers have the choice to continue with Daniel Goleman's books or his 2000-article 'Leadership that Gets Results'. The author has a understandable US-English writing style. 5 stars (The impact of emotional intelligence on leadership) - Daniel Goleman is co-chairman of the Consortium for Research on Emotional Intelligence in Organizations at Piscataway, New Jersey, and author of 'Emotional Intelligence' (1995) and 'Working with Emotional Intelligence' (1998). This 1998 Harvard Business Review article is based on research into effective leadership at 188 companies. According to the author IQ and technical skills are important, but emotional intelligence is the...
Harvard Business Review :: General :: Business & Economics & General :: Business & Economics :: Daniel Goleman :: :: What Makes a Leader- (HBR OnPoint Enhanced Edition)

Primal Leadership- The Hidden Driver of Great Performance HBR OnPoint Enhanced Edition

5 stars (So Obvious, So Difficult, and Yet So Essential) - Perhaps you have already read one or both of Daniel Goleman's previous books, Emotional Intelligence: Why It Can Matter More Than IQ for Character, Health, and Lifelong Achievement (1995) and Working with Emotional Intelligence (1998). If not, I presume to suggest that you do so before reading this volume in which Goleman, Richard Boyatzis, and Annie McKee develop in much greater depth and with much wider application many of the same core concepts introduced in those earlier works. In fact, as the authors explain in the Preface, this book goes far beyond two articles which appeared even earlier in the Harvard Business Review ("What Makes a Leader" and "Leadership That Gets Results") "to advance a new concept: primal leadership. The fundamental task, we argue, is to prime good feelings in those they lead. That occurs when a leader creates [italics] resonance -- a reservoir of positivity that frees the best in people. At its root, then, the primal job of leadership is emotional." Goleman, Boyatzis, and McKee carefully organize their material within Three Parts: The Power of Emotional Intelligence, Making Leaders, and Building Emotional Intelligent Organizations. The insights, strategies, and tactics provided are all based on the authors' several decades of real-world experience with all manner of organizations as well as on insights gained through direct and extensive contact with various leaders. In the final chapter, the authors observe: "In sum, the best leadership programs [ones which focus on the process of talent development] are designed for culture, competencies, and even spirit. They adhere to the principles of self-directed change and use a multifaceted approach to the learning and development process itself that focuses on the individual, team, and organization." I am reminded of what the Mahatma Gandhi once asserted: "You must be the change you wish to see in the world." What should be the definin...
Harvard Business Review :: General :: Business & Economics & General :: Business & Economics :: Annie McKee :: Richard Boyatzis :: Daniel Goleman :: :: Primal Leadership- The Hidden Driver of Great Performance (HBR OnPoint Enhanced Edition)

Leadership That Gets Results HBR OnPoint Enhanced Edition

5 stars (Impact of six leadership styles on organizational climate) - Daniel Goleman is co-chairman of the Consortium for Research on Emotional Intelligence in Organizations, based at Rutgers University. He is the author of the bestsellers 'Emotional Intelligence' (1995) and 'Working with Emotional Intelligence' (1998). This article was published in the March-April 2000 issue of Harvard Business Review. This article is based on research by the author with consulting firm Hay/McBer (previously the late David McClelland) into the leadership styles of 3,871 executives. This research found six different distinct leadership styles: (1) coercive; (2) authoritative; (3) affiliative; (4) democratic; (5) pacesetting; and (6) coaching. The author discusses each style in detail, including the direct and unique impact the different styles have on organization climate, including financial performance. According to previous research by David McClelland "climate" refers to six key factors that influence an organization's working environment: (1) flexibility; (2) responsibility; (3) standards; (4) rewards: (5) clarity; and (6) commitment. The article introduces a table with the effect of each of the six leadership styles on the six key factors of organizational climate. The author advises readers to mix the different leadership styles: "Many studies, including this one, have shown that the more styles a leader exhibits, the better. Leaders who have mastered four or more - especially the authoritative, democratic, affiliative, and coaching styles - have the very best climate and business performance." It is not that these leaders mechanically match their style to fit a checklist of situations, they are sensitive to the impact they are having on others and seamlessly adjust their style to get the best results. For readers that worry about their own leadership skills do not need to despair, according to the author it is possible to grow your emotional intelligence whic "takes practice...
Harvard Business Review :: General :: Business & Economics & General :: Business & Economics :: Daniel Goleman :: :: Leadership That Gets Results (HBR OnPoint Enhanced Edition)