Daniel Goleman speaks highly of the concept of emotional intelligence in the business world in his article “What Makes a Leader.” The article, written in 1998, explains the components of emotional intelligence, why it is important, and how we can learn to incorporate it into our lives. Emotional intelligence is a beneficial quality over a leader.
Qualities like intelligence, determination, and work ethic are important in leadership; they are not of high importance. Through research of many global companies, Goleman found that the best, more effective, leaders exhibited a high level of emotional intelligence. Emotional intelligence includes motivation, empathy, self-awareness, and different social skills. Goleman focused on emotional intelligence …show more content…
Self-awareness involves understanding one’s emotions, strengths and weaknesses, drives, and needs. Those with strong self-awareness are honest and understand how their feelings affect others. It can also be seen as a reflection of one’s goals and values. Someone whom is self-aware has a vision and knows their “why.” They are able to speak openly about their emotions and recognize their effect on others. Self-aware people are also comfortable speaking about their failures and criticism. Lack of self-awareness can cause feelings of failure when criticism is presented. Self-confidence is often a quality exhibited by those who are self-aware. Self-awareness can also help people be realistic with timelines and priorities, causing them not to stretch themselves thin or set themselves up for …show more content…
He not only explains, but also expresses how they are recognized and why they are important. The key points in the previous paragraphs of this review summarize Goleman’s key points in his article “What Makes a Leader?” These points can be helpful in leadership training, running a business, and understanding others. All the points work together to form the idea of emotional intelligence. Goleman explains the processes he took to determine the different levels of emotional intelligence in leaders. He conducted intensive tests and interviews in order to determine the top qualities of leaders. Goleman worked with over 180 companies throughout his research. He is the cochairman of the Consortium for Research on Emotional Intelligence in Organizations based in New Jersey. He is highly creditable and expressive in his writings. Goleman uses numerous stories and examples throughout this
Qualities like intelligence, determination, and work ethic are important in leadership; they are not of high importance. Through research of many global companies, Goleman found that the best, more effective, leaders exhibited a high level of emotional intelligence. Emotional intelligence includes motivation, empathy, self-awareness, and different social skills. Goleman focused on emotional intelligence …show more content…
Self-awareness involves understanding one’s emotions, strengths and weaknesses, drives, and needs. Those with strong self-awareness are honest and understand how their feelings affect others. It can also be seen as a reflection of one’s goals and values. Someone whom is self-aware has a vision and knows their “why.” They are able to speak openly about their emotions and recognize their effect on others. Self-aware people are also comfortable speaking about their failures and criticism. Lack of self-awareness can cause feelings of failure when criticism is presented. Self-confidence is often a quality exhibited by those who are self-aware. Self-awareness can also help people be realistic with timelines and priorities, causing them not to stretch themselves thin or set themselves up for …show more content…
He not only explains, but also expresses how they are recognized and why they are important. The key points in the previous paragraphs of this review summarize Goleman’s key points in his article “What Makes a Leader?” These points can be helpful in leadership training, running a business, and understanding others. All the points work together to form the idea of emotional intelligence. Goleman explains the processes he took to determine the different levels of emotional intelligence in leaders. He conducted intensive tests and interviews in order to determine the top qualities of leaders. Goleman worked with over 180 companies throughout his research. He is the cochairman of the Consortium for Research on Emotional Intelligence in Organizations based in New Jersey. He is highly creditable and expressive in his writings. Goleman uses numerous stories and examples throughout this