DANIEL GOLEMAN

 

DANIEL GOLEMAN is an internationally-known psychologist who lectures frequently to professional groups, business audiences, and on college campuses. As a science journalist, Goleman reported on the brain and behavioral sciences for The New York Times for many years. His 1995 book, Emotional Intelligence was on The New York Times bestseller list for a year-and-a-half, with more than 5,000,000 copies in print worldwide in 40 languages, and has been a best seller in many countries. Apart from his books on emotional intelligence, Goleman has written over a dozen books on topics including self-deception, creativity, transparency, meditation, social and emotional learning, ecoliteracy and the ecological crisis.

 

What is Daniel Goleman's definition of emotional intelligence?

Daniel Goleman's five components of emotional intelligence. ... "Emotional intelligence is the ability to perceive emotions, to access and generate emotions so as to assist thought, to understand emotions and emotional knowledge, and to reflectively regulate emotions so as to promote emotional and intellectual growth."

Daniel Goleman’s 1995 book ‘Emotional Intelligence’ introduced a whole new perspective on predicting and analysing employee performance. The author, one of the world’s leading EQ academics, suggested that there is far more to being successful than high levels of cognitive intelligence. Goleman suggested ‘emotional intelligence’, a term developed by Salovey and Mayer (1989), is twice as important as cognitive intelligence for predicting career success and there was currently far too much emphasis on traditional predictors of employee performance. He suggested high levels of emotional intelligence improve working relationships, help to develop problem solving skills, increase efficiency and effectiveness and catalyse the development of new strategies. Rather than influencing exam scores or report writing, emotional intelligence influences how we control our own emotions and deal with relationships. Goleman defines it as “the ability to identify, assess and control one’s own emotions, the emotion of others and that of groups.”

 

Goleman developed a performance-based model of EQ to assess employee levels of emotional intelligence, as well as to identify areas of improvement. The model consists of five components, stated below.

1. Self-awareness

Individuals with high levels of emotional intelligence our comfortable with their own thoughts and emotions and understand how they impact on others. Understanding and accepting the way you feel is often the first step to overcoming it.

 2. Self-regulation

It is also important to be able to control and manage your impulses and emotions. Acting rashly or without caution can lead to mistakes being made and can often damage relationships with clients or colleagues.

 3. Internal Motivation

Being driven by only money or material rewards is not a beneficial characteristic, according to Goleman. A passion for what you do is far better for your emotional intelligence. This leads to sustained motivation, clear decision making and a better understating of the organisation’s aims.

 4. Empathy

Not only must you understand your own emotions, but understanding and reacting to the emotions of others is also important. Identifying a certain mood or emotion from a colleague or client and reacting to it can go a long way in developing your relationship.

 5. Social Skill

Social skills are more than just being friendly. Goleman describes them as “friendliness with a purpose”, meaning everyone is treated politely and with respect, yet healthy relationships are then also used for personal and organisational benefit.

 

Goleman argues that individuals that adopt these characteristics give themselves a far greater chance of being successful than individuals that do not. However, individuals are not simply born with these skills and they can be learned. They also work in synergy with each other and therefore developing each one of them has exponential returns. The author has also emphasised that cognitive and emotional intelligence are not opposing attitudes, but simply different disciplines that should be developed. He is certainly not suggesting cognitive intelligence is irrelevant, but that interest should be shifted to focus on them both equally.

In 2000 Goleman developed this model further, focusing on four key categories and various sub-categories within them. These categories are self-awareness, social awareness, self-management and relationship management.

 

-Goleman, Daniel. (1995). Emotional Intelligence. New York: Bantam Books, 1995. Print.

-Goleman, Daniel. (1998). What Makes a Leader? Harvard Business Review, 1998. Print.

-Goleman, Daniel. (2000). Working with Emotional Intelligence. New York: Bantam Books, 2000. Print.

-Salovey, Peter, Marc A Brackett, and John D Mayer. (2004). Emotional Intelligence. Port Chester, N.Y.: Dude Pub., 2004. Print.

 

Publications and books by Daniel Goleman et al.

 

·       2015. A force for good: The Dalai Lama’s vision for our world. Bloomsbury Publishing.

·       2013. Primal leadership: Unleashing the power of emotional intelligence. Harvard Business Press.

·       2013. Focus: The hidden driver of excellence. A&C Black.

·       2010. Ecological intelligence: The hidden impacts of what we buy. Crown Business.

·       2008. Social intelligence and the biology of leadership. Harvard Business Review, 86(9), 74-81.

·       2007. Social intelligence. Random house.

·       2006, 1995. Emotional intelligence: Why it can matter more than IQ for character, health and lifelong achievement.

·       2006. Emotional intelligence: what does the research really indicate?. Educational Psychologist, 41(4), 239-245.

·       2006. The socially intelligent. Educational leadership, 64(1), 76-81.

·       2003. Destructive Emotions, how can we overcome them.

·       2003. Healing emotions: Conversations with the Dalai Lama on mindfulness, emotions, and health. Shambhala Publications.

·       2003. What makes a leader. Organizational influence processes, 229-241.

·       2002. The new leaders: Transforming the art of leadership into the science of results (p. 14). London: Little, Brown.

·       2001. Primal leadership: The hidden driver of great performance. Harvard business review, 79(11), 42-53.

·       2001. The emotionally intelligent workplace: How to select for, measure, and improve emotional intelligence in individuals, groups, and organizations. Jossey-Bass.

·       2000. Clustering competence in emotional intelligence: Insights from the Emotional Competence Inventory (ECI). Handbook of emotional intelligence, 99(6), 343-362.

·       1998. Working with emotional intelligence. Bantam.

·       1998. Bringing emotional intelligence to the workplace. New Brunswick, NJ: Consortium for Research on Emotional Intelligence in Organizations, Rutgers University.

·       1996. Vital lies, simple truths: The psychology of self-deception. Simon and Schuster.

·       1996. Emotional Intelligence. Why It Can Matter More than IQ. Learning, 24(6), 49-50.

·       1980. The varieties of the meditative experience.

·       1976. Meditation as an intervention in stress reactivity. Journal of Consulting and Clinical Psychology, 44(3), 456.

·       1976. Attentional and affective concomitants of meditation: A cross-sectional study. Journal of Abnormal Psychology, 85(2), 235.

 

Daniel Goleman quotes

 

 

1.    Smart phones and social media expand our universe. We can connect with others or collect information easier and faster than ever.

2.    If your emotional abilities aren’t in hand, if you don’t have self-awareness, if you are not able to manage your distressing emotions, if you can’t have empathy and have effective relationships, then no matter how smart you are, you are not going to get very far.

3.    Scheduling down time as part of your routine is hard but worth it, personally, even professionally.

4.    I think the smartest thing for people to do to manage very distressing emotions is to take a medication if it helps, but don’t do only that. You also need to train your mind.

5.    When I say manage emotions, I only mean the really distressing, incapacitating emotions. Feeling emotions is what makes life rich. You need your passions.

6.    In a high-IQ job pool, soft skills like discipline, drive and empathy mark those who emerge as outstanding.

7.    People tend to become more emotionally intelligent as they age and mature.

8.    In politics, readily dismissing inconvenient people can easily extend to dismissing inconvenient truths about them.

9.    I don’t think focus is in itself ever a bad thing. But focus of the wrong kind, or managed poorly, can be.

10. We need to re-create boundaries. When you carry a digital gadget that creates a virtual link to the office, you need to create a virtual boundary that didn’t exist before.