Daniel Goleman Emotional Intelligence Book Reference

0 views

Skip to first unread message

Lane Frisch

unread,

Jul 31, 2024, 3:55:22 AM7/31/24

to reiclearveskey

LinkedIn and 3rd parties use essential and non-essential cookies to provide, secure, analyze and improve our Services, and to show you relevant ads (including professional and job ads) on and off LinkedIn. Learn more in our Cookie Policy.

daniel goleman emotional intelligence book reference

Download ✶ https://lahipconfmu.blogspot.com/?wp=2zUmVN

I've recently had the benefit of working with two managers with very different styles. In seeing how different they are while working in parallel (along with a handful of other managers as peers), I became more conscious of my own choices in leadership styles enough to do some research. I also happened to have been listening to Robert Kiyosaki's books, which is where I got the reference to this book, "Emotional Intelligence". I came at this as a manager and as a parent to see what I could learn.

The book starts off a bit self-congratulatory in the preface. And the first chapter or two are a bit surprisingly detailed and academic, when you are expecting a business self-help book. However, by chapter 3 or so you get a real sense of the value that this book is offering. It gives you a great understanding of how the physical wiring in the brain really works and makes tangible what, to me, formerly seemed nebulous.

Emotions can seem nebulous, until you are shown that they actually have physical corollaries in the brain. As an example, emotions have shorter length neurons in the brain than the logical neurons do. And logical and emotional neurons go to different areas of your brain.

The author explains different traumatic situations and discusses how those situations affect patients and participants in large psychological studies. Unlike some "information marketing" books that just touch on a few references enough to add validity to the book, Mr. Goleman's book is chock-full of research and case studies. Please note that some things discussed are terribly disturbing. There are personal traumas of people of all ages discussed, including very young children.

But putting those aside, the book helps you start to understand how early wiring in children's minds is heavily shaped by all of the behaviors that they are exposed to as infants and onward. The first 6 years are quite critical. If you are a parent hoping to gain some knowledge on how you can help your child be an emotionally mature adult, just like The Whole Brain Child, this book is worth the read.

If you are a business person hoping to strengthen your own control over emotions, this book also gives you value. It's not really a business-self help book, but I guarantee you, you will see things differently after listening to it. It also talks about different techniques taught to manage emotions such as Cognitive Behavioral Therapy. My main take-away as a manager is that everyone on my teams (past, present, and future), including myself, has within in his or her set of Strengths, Weaknesses, Opportunities, and Threats (SWOT), their level of emotional intelligence. I'm already a huge fan of helping my teammates, who are usually very technically savvy people, improve their soft skills to make them better leaders, have stronger changes of career progression, and be a part of a stronger team. Now, I have another tool I can use to strengthen my insights when trying to relate to my teammates' frames of reference and needs. In short, I can be a better teammate.

Narration: I'm not really sure that the narrator is tonally the best listening choice, but he does handle a very wordy book quite well. I found after about chapter 4 that listening at 1.25 speed was helpful.

Emotional intelligence (EI) is defined as the ability to perceive, use, understand, manage, and handle emotions. People with high emotional intelligence can recognize their own emotions and those of others, use emotional information to guide thinking and behavior, discern between different feelings and label them appropriately, and adjust emotions to adapt to environments.[1]

Although the term first appeared in 1964,[2] it gained popularity in the 1995 bestselling book Emotional Intelligence by science journalist Daniel Goleman. Goleman defined EI as the array of skills and characteristics that drive leadership performance.[3] Some researchers suggest that emotional intelligence can be learned and strengthened, while others claim it is an inborn characteristic.[4]

Various models have been developed to measure EI. In 1987, Keith Beasley used the term Emotional Quotient (EQ) in an article, named after the Intelligence Quotient (IQ).[5] The trait model, developed by Konstantinos V. Petrides in 2001, focuses on self reporting of behavioral dispositions and perceived abilities.[6] The ability model, (Mayeret al., 2023) focuses on the individual's ability to process emotional information and use it to navigate the social environment.[7] Goleman's original model may now be considered a mixed model that combines what has since been modeled separately as ability EI and trait EI.

Recent research has focused on emotion recognition, which refers to the attribution of emotional states based on observations of visual and auditory nonverbal cues.[8] In addition, neurological studies have sought to characterize the neural mechanisms of emotional intelligence.[9]

Studies show that there is a correlation between people with high EI and positive workplace performance,[10] although no causal relationships have been shown. EI is typically associated with empathy because it involves a person connecting their personal experiences with those of others. Since its popularization in recent decades, methods of developing EI have become sought by people seeking to become more effective leaders.[11]

Criticisms have centered on whether EI is a real intelligence, and whether it has incremental validity over IQ and the Big Five personality traits.[12][13] However, meta-analyses have found that certain measures of EI have validity even when controlling for IQ and personality.[14][15]

The concept of Emotional Strength was introduced by Abraham Maslow in the 1950s.[16] The term "emotional intelligence" seems first to have appeared in a 1964 paper by Michael Beldoch,[17] and in the 1966 paper by B. Leuner titled Emotional Intelligence and Emancipation which appeared in the psychotherapeutic journal Practice of child psychology and child psychiatry.[18]

In 1983, Howard Gardner's Frames of Mind: The Theory of Multiple Intelligences[19] introduced the idea that traditional types of intelligence, such as IQ, fail to fully explain cognitive ability. He introduced the idea of multiple intelligences which included both interpersonal intelligence (the capacity to understand the intentions, motivations and desires of other people) and intrapersonal intelligence (the capacity to understand oneself, to appreciate one's feelings, fears and motivations).[20]

Late in 1998, Goleman's Harvard Business Review article entitled "What Makes a Leader?"[3] caught the attention of senior management at Johnson & Johnson's Consumer Companies (JJCC). The article spoke to the importance of Emotional Intelligence (EI) in leadership success, and cited several studies that demonstrated that EI is often the distinguishing factor between great leaders and average leaders. JJCC funded a study which concluded that there was a strong relationship between superior performing leaders and emotional competence, supporting theorists' suggestions that the social, emotional, and relational competency set referred to as Emotional Intelligence is a distinguishing factor in leadership performance.[26]

Emotional intelligence has been defined, by Peter Salovey and John Mayer, as "the ability to monitor one's own and other people's emotions, to discriminate between different emotions and label them appropriately, and to use emotional information to guide thinking and behavior". This definition was later broken down and refined into four proposed abilities: perceiving, using, understanding, and managing emotions. These abilities are distinct yet related.[1]

Emotional intelligence also reflects abilities to join intelligence, empathy, and emotions to enhance thought and understanding of interpersonal dynamics.[29] However, substantial disagreement exists regarding the definition of EI, with respect to both terminology and operationalization. Currently, there are three main models of EI:

Different models of EI have led to the development of various instruments for the assessment of the construct. While some of these measures may overlap, most researchers agree that they tap different constructs.

Specific ability models address the ways in which emotions facilitate thought and understanding. For example, emotions may interact with thinking and allow people to be better decision makers.[29] A person who is more emotionally responsive to crucial issues will attend to the more crucial aspects of their life.[29] The emotional facilitation factor also involves knowing how to include or exclude emotions from thought, depending on the context and situation.[needs copy edit][29] This ability[specify] is related to[vague] emotional reasoning and understanding in response to the people, environment, and circumstances one encounters.[29]

Salovey and Mayer's strive to define EI within the confines of the standard criteria for a new intelligence.[32] Following their continuing research, their initial definition of EI was revised to "The ability to perceive emotion, integrate emotion to facilitate thought, understand emotions, and to regulate emotions to promote personal growth." However, after pursuing further research, their definition of EI evolved into "the capacity to reason about emotions, and of emotions, to enhance thinking. It includes the abilities to accurately 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."[7]