Management Hall of Fame
Most Respected Management Gurus
Intelligence (EI) (1946-Present)
"A common core of personal and social abilities has proven to be the key
ingredient in people's success: emotional intelligence," (Daniel
- Daniel Goleman is an internationally renowned journalist, author and
psychologist. Goleman is credited with Emotional Intelligence (EI)
Theory. Goleman defined emotional intelligence as " a capacity for
recognizing our own and others' feelings, for motivating ourselves, and
for managing our emotions, both within ourselves and in our
relationships". Daniel received his Ph.D. from Harvard, where he
has also been a visiting lecturer.
- Goleman authored the international best-seller book Emotional
Intelligence (1999, Bantam Books). He received many awards for his
writing, including a Career Achievement award for journalism from the
American Psychological Association. He was elected a Fellow of the
American Association for the Advancement of Science in recognition of
his efforts to communicate the behavioral sciences to the public.
- Joined editorial staff of New York Times.
- Publication of Emotional Intelligence & Working with Emotional
- Founds Consortium for Research on Emotional Intelligence at Rutgers
Goleman developed a framework to explain emotional intelligence and
Emotional Competence Inventory (ECI), in association with the Hay Group,
to use in assessing and developing EQ competencies at work.
Self-assessment and examination your emotions and their impact on
your performance; looking at your strengths and weaknesses; being
certain about your capabilities, values, and goals; and learning from
Controlling stress, pressure and temper; being more positive and
action-centered; and nurturing trustworthiness and self-restraint.
Drive for achievement; enjoying challenge and stimulation; ability to
take the initiative; commitment to goals.
Ability to see other people's points of view; cultural sensitivity
behaving openly and honestly; and avoiding the tendency to stereotype
- Social skills:
Leadership and Influencing skills such as persuasion, communication,
listening skills; negotiation; team play and cooperation; dispute
resolution; ability to inspire and lead others; capacity to initiate
and manage change; and ability to deal with others' emotions -
particularly group emotions.
- According to his research, persons who demonstrate these 5
characteristics and score high on the ECI are more likely to be
successful in senior management. He gives several anecdotal case studies
to illustrate ways in which emotional intelligence can make a real
impact in the workplace.
- Leadership Styles.
On the basis of findings with 3781 executive participants, the research
suggests that leaders gain the best results by using a combination of
six leadership styles, each uses different components of emotional
- Coercive Leaders
- demand instant obedience. Coercive leaders are self-motivated,
initiate change, are self-motivated, initiate change, and are driven
- Authoritative Leaders
- energize people toward a goal. Authoritative leaders initiate
change and are empathetic.
- Affiliative Leaders
- build relationships. Affiliative leaders are empathic and have
good communication skills.
- Democratic Leaders
- actively encourage team involvement in decision-making. Democratic
leaders are good at communication, listening and negotiation.
- Pacesetting Leaders
- set high standards of performance. Pacesetting leaders use their
initiative and are self-motivated and driven to succeed.
- Coaching Leaders
- expand develop people's skills. Coaching leaders have the ability
to listen well, communicate effectively, and motivate others.
The research evidence suggests that the six leadership styles are each
appropriate for different types of situations.
Books & References:
- Daniel Coleman, Working with Emotional Intelligence : Why it Can
Matter More Than IQ. New York: Bantam, 1999.
- Daniel Coleman, Richard Boyatzis and Annie McKee. Primal Leadership:
Realizing the Power of Emotional Intelligence. Boston, MA: Harvard
Business School Press, 2002.
- Daniel Coleman, Social Intelligence: The New Science of Human
Relationships (2006) Bantam Books. ISBN 978-0553803525
- Daniel Coleman, Destructive Emotions: A Scientific Dialogue
with the Dalai Lama (2003) Bantam Books. ISBN 978-0553381054
- Daniel Coleman, Primal Leadership: The Hidden Driver of Great
Performance (HBR OnPoint Enhanced Edition)(2001) Co-authors: Boyatzis,
Richard; McKee, Annie. Harvard Business School Press. ISBN
- The Emotionally Intelligent Workplace: How to Select For, Measure,
and Improve Emotional Intelligence in Individuals, Groups, and
Organizations (2001) Jossey-Bass. ISBN 978-0787956905 Harvard Business
Review on What Makes a Leader? (1998) Co-authors: Michael MacCoby,
Thomas Davenport, John C. Beck, Dan Clampa, Michael Watkins. Harvard
Business School Press. ISBN 978-1578516377
- Daniel Coleman, Healing Emotions:
Conversations with the Dalai Lama on Mindfulness, Emotions, and Health
(1997) Shambhala. ISBN 978-1590300107
- Daniel Coleman,
Emotional Intelligence: 10th Anniversary
Edition; Why It Can Matter More Than IQ(1996) Bantam Books. ISBN
- Daniel Coleman,
The Meditative Mind(1988) Tarcher. ISBN
- Daniel Coleman,
VITAL LIES SIMPLE TRUTHS: The Psychology of
Self Deception (1985) Bloomsbury Publishing. ISBN 978-0747534136
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