Daniel Goleman-Leadership - The Power of Emotional Intellegence-More Than Sound (2011) PDF

Leadership:
The Power of
Emotional
Intelligence
Also by Daniel Goleman from More Than Sound

The Brain and Emotional Intelligence: New Insights
Better Parents, Better Spouses, Better People with Daniel Siegel
Knowing Our Emotions, Improving Our World with Paul Ekman
Training the Brain: Cultivating Emotional Intelligence with
Richard Davidson
Good Work: Aligning Skills and Values with Howard Gardner
The Inner Compass for Ethics and Excellence with Naomi Wolf
Socially Intelligent Computing with Clay Shirky
Rethinking Education with George Lucas
Leading the Necessary Revolution with Peter Senge
Ecological Awareness: Dialogues on Ecological Intelligence
Of Interest:
Resonant Leadership: Inspiring Others Through Emotional
Intelligence by Richard Boyatzis
Available at morethansound.net
Leadership:
The Power of
Emotional
Intelligence
selected writings
by
Daniel Goleman
Copyright 2011 by Daniel Goleman - All Rights Reserved

Published by More Than Sound LLC
Northampton MA
MORE THAN
SOUND
www.morethansound.net
Images by Tracy Lee
Leadership: The Power of Emotional Intelligence
Selected Writings / Daniel Goleman
1st Edition
ISBN 978-1-934441-17-6
TABLE OF CONTENTS
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The Competency Framework

.Emotional
Self-awareness
.Emotional
Self-control
.Adaptability
.Achievement
.Positive Outlook
Self
Awareness
SelfManagement
Social
Awareness
Relationship
Management
.Empathy
.Organizational
Awareness
.Inspiring
Leadership
.Influence
.Conflict
Management
.Teamwork and
Collaboration
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LEADERSHIP STYLES
LEADERSHIP
STYLE
VISIONARY
(OR
AUTHORITATIVE)
COACHING
AFFILIATIVE
DEMOCRATIC
PACESETTING
COMMANDNG
(OR COERCIVE)
HOW IT
BUILDS
RESONANCE
MOVES
PEOPLE
TOWARD
SHARED
DREAMS
CONNECTS
WHAT A
PERSON
WANTS
WITH THE
TEAM!S GOALS
CREATES
HARMONY
BY
CONNECTING
PEOPLE TO
EACH OTHER
IMPACT ON
CLIMATE
MOST
STRONGLY
POSITIVE
HIGHLY
POSITIVE
POSITIVE
WHEN
APPROPRIATE
WHEN CHANGE
REQUIRES A NEW
VISION, OR WHEN A
CLEAR DIRECTION
IS NEEDED
TO HELP A
PERSON
CONTRIBUTE
MORE
EFFECTIVELY
TO THE TEAM
TO HEAL RIFTS
IN A TEAM,
MOTIVATE DURING
SUCCESSFUL TIMES,
OR STRENGTHEN
CONNECTIONS
VALUES
PEOPLE!S
INPUT/GETS
COMMITMENT
THROUGH
PARTICIPATION
POSITIVE
SETS
CHALLENGING
AND EXCITING
GOALS
OFTEN HIGHLY
NEGATIVE
BECAUSE
POORLY
EXECUTED
TO GET HIGH
QUALITY RESULTS
FROM A
MOTIVATED AND
COMPETENT TEAM
SOOTHES FEARS
BY GIVING
CLEAR
DIRECTION
IN AN
EMERGENCY
OFTEN HIGHLY
NEGATIVE
BECAUSE
MISUSED
IN CRISIS,
TO KICK START
A TURNAROUND
TO BUILD BUY IN
OR CONSENSUS,
OR TO GET
VALUABLE
INPUT FROM
TEAM MEMBERS
61
THE GROUP IQ
Adapted From Emotional Intelligence
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Taking Stock
ENDNOTES
1 J. D. Mayer, P. Salovey, and D. R. Caruso, Models of Emotional Intelligence,

in R. J. Sternberg, ed., Handbook of Intelligence, Cambridge, Eng.: Cambridge
University Press, 2000.
2 The crash of the intimidating pilot: Carl Lavin, When Moods Affect Safety:
Communications in a Cockpit Mean a Lot a Few Miles Up, The New York
Times (June 26, 1994).
3 The survey of 250 executives: Michael Maccoby, The Corporate Climber
Has to Find His Heart, Fortune (Dec. 1976).
4 The story of the sarcastic vice president was told to me by Hendrie Weisinger,
a psychologist at the UCLA Graduate School of Business. His book is The
Critical Edge: How to Criticize Up and Down the Organization and Make It
Pay Off (Boston: Little, Brown, 1989).
5 The survey of times managers blew up was done by Robert Baron, a
psychologist at Rensselaer Polytechnic Institute, whom I interviewed for The
New York Times (Sept. 11, 1990).
Managing With Heart
6 +ZQ\QKQ[U I[ I KI][M WN KWVQK\" :WJMZ\ *IZWV +W]V\MZQVO \PM -NNMK\[ WN

,M[\Z]K\Q^M+ZQ\QKQ[U"<PM:MTI\Q^M-NKIKaWN .W]Z1V\MZ^MV\QWV[RW]ZVITWN
Applied Psychology 75, 3 (1990).
7 ;XMKQK IVL ÎO]M KZQ\QKQ[U" 0IZZa 4M^QV[WV .MMLJIKS \W ;]JWZLQVI\M[
Addendum to the Levinson Letter, Levinson Institute, Waltham, MA (1992).
8 The concept of group intelligence is set forth in Wendy Williams and Robert
Sternberg, Group Intelligence: Why Some Groups Are Better Than Others
Intelligence (1988).
9 The study of the stars at Bell Labs was reported in Robert Kelley and Janet
Caplan, How Bell Labs Creates Star Performers, Harvard Business Review
(July-Aug. 1993).
10 The usefulness of informal networks is noted by David Krackhardt and
Jeffrey R. Hanson, Informal Networks: The Company Behind the Chart,
Harvard Business Review (July-Aug. 1993), p. 104
107
11 The comforting effect: Lisa Berkman et al., Emotional Support and Survival
after Myocardial Infarction, Annals of Internal Medicine (1992).
12 Stress and death: Anika Rosengren et al., Stressful Life Events, Social
Support and Mortality in Men Born in 1933, British Medical Journal 207, no.
17(1983): 1102-1106.
The Group IQ
13 Limbic regulation: Thomas Lewis, Fari Amini, and Richard Lannon, A

General Theory of Love (New York: Random House, 2000).
14 Emotional mirroring: Robert Levenson, University of California at Berkeley,
personal communication.
15 Expressiveness transmits moods: Howard Friedman and Ronald Riggio,
Effect of Individual Differences in Nonverbal Expressiveness on Transmission
of Emotion, Journal of Nonverbal Behavior 6 (1981): 32-58.
16 Groups have moods: Janice R. Kelly and Sigal Barsade, Moods and
Emotions in Small Groups and Work Teams, working paper, Yale School of
Management, New Haven, Connecticut, 2001.
Primal Leadership
17 Work teams share moods: C. Bartel and R. Saavedra, The Collective

Construction of Work Group Moods, Administrative Science Quarterly 45
(2000): 187-231.
18 Nurses and accountants tracking moods: Peter Totterdell et al., Evidence of
Mood Linkage in Work Groups, Journal of Personality and Social Psychology
74 (1998): 1504-1515.
19 Sports teams: Peter Totterdell, Catching Moods and Hitting Runs: Mood
4QVSIOMIVL;]JRMK\Q^M8MZNWZUIVKMQV8ZWNM[[QWVIT;XWZ\[<MIU[2W]ZVITWN
Applied Psychology 85, no. 6 (2000): 848-859.
20 The leadership ripple effect: See Wallace Bachman, Nice Guys Finish
First: A SYMLOG Analysis of U.S. Naval Commands, in The SYMLOG
Practitioner: Applications of Small Group Research, eds. Richard Brian Polley,
A. Paul Hare, and Philip J. Stone (New York: Praeger, 1988).
21 The leaders emotional impact in work groups: Anthony T. Pescosolido,
Emotional Intensity in Groups (Ph.D. diss., Department of Organizational
Behavior, Case Western Reserve University, 2000).
108
22 Leaders as the managers of meaning: Howard Gardner, Leading Minds: An

Anatomy of Leadership (New York: Basic Books, 1995).
23 Informal leaders: V. U. Druskat and A. T. Pascosolido, Leading SelfManaging Work Teams from the Inside: Informal Leader Behavior and Team
Outcomes. Submitted for publication, 2001.
24 Moods, contagion, and work performance: Sigal Barsade and Donald E.
Gibson, Group Emotion: A View from the Top and Bottom, in Research on
Managing Groups and Teams, eds. D. Gruenfeld et al. (Greenwich, CT: JAI
Press, 1998).
25 Smiles the most contagious: Robert Levenson and Anna Ruef, Emotional
Knowledge and Rapport, in Empathic Accuracy, ed. William Ickes (New York:
Guilford Press, 1997).
26 Laughter is involuntary: Meredith Small, More Than the Best Medicine,
;KQMV\QK)UMZQKIV)]O][\
27 4I]OP\MZ Q[ JZIQV \W JZIQV" :WJMZ\ 8ZW^QVM 4I]OP\MZ" ) ;KQMV\QK
Investigation (New York: Viking Press, 2000), 133.
28 Laughter episodes: Ibid.
29 Good moods in a leader mean lower voluntary turnover: See, for example,
Jennifer M. George and Kenneth Bettenhausen, Understanding Prosocial
Behavior, Sales Performance, and Turnover: A Group-Level Analysis in Service
Context, Journal of Applied Psychology 75, no. 6 (1990): 698-706.
30 Sober mood and high-risk decisions: R. C. Sinclair, Mood, Categorization
Breadth, and Performance Appraisal, Organizational Behavior and Human
Decision Processes 42 (1988): 22-46.
31 Anger and leadership: Jennifer M. George, Emotions and Leadership:
The Role of Emotional Intelligence, Human Relations 53, no. 8 (2000): 10271055.
32 Moods perpetuate themselves: A voluminous literature shows the selfreinforcing effect of moods. See, for example, Gordon H. Bower, Mood
Congruity of Social Judgments, in Emotion and Social Judgments, ed. Joseph
Forgas (Oxford: Pergamon Press, 1991), 31-53.
33 The Yale study of mood and performance: Sigal Barsade, The Ripple
Effect: Emotional Contagion in Groups, working paper 98, Yale School of
109
Management, New Haven, Connecticut, 2000.

34 Bosses and bad feelings: John Basch and Cynthia D. Fisher, Affective
-^MV\[-UW\QWV[5I\ZQ`")+TI[[QKI\QWVWN 2WJ:MTI\ML-^MV\[IVL-UW\QWV[
Experienced in the Workplace, in Emotions in the Workplace: Research,
Theory and Practice, ed. N. Ashkanasy, W. Zerbe, and C. Hartel (Westport,
CT: Quorum Books, 2000), 36-48.
35 Distress impairs empathy and social skill: Jeffrey B. Henriques and Richard
J. Davidson, Brain Electrical Asymmetries during Cognitive Task Performance
QV ,MXZM[[ML IVL 6WVLMXZM[[ML ;]JRMK\[ *QWTWOQKIT 8[aKPQI\Za !!"
1039-1050.
36-UW\QWV[ZMMK\Y]ITQ\aWN _WZSTQNM"+aV\PQI,.Q[PMZIVL+PZQ[\WXPMZ;
Noble, Affect and Performance: A Within Persons Analysis (paper presented
at the Annual Meeting of the Academy of Management, Toronto, 2000).
37 Job satisfaction is not the same as feeling good while working: Cynthia D.
Fisher, Mood and Emotions while Working: Missing Pieces of Job Satisfaction?
, Journal of Organizational Behavior 21 (2000): 185 -202. See also Howard
Weiss, Jeffrey Nicholas, and Catherine Daus, An Examination of the Joint
Effects of Affective Experiences and Job Beliefs on Job Satisfaction and
Variations in Affective Experiences over Time, Organizational Behavior and
Human Decision Processes 78, no. 1 (1999): 1-24.
38 5MV\IT JMVM\[ WN OWWL UWWL[" ;MM ) 5 T[MV 8W[Q\Q^M )NNMK\ QV
Handbook of Cognition and Emotion, eds. Tim Dalgleish and ) Mick J. Power
(Chichester, England: Wiley, 1999.
39 Good moods and performance: See C. D. Fisher and C. S. Noble, Emotion
and the Illusory Correlation between Job Satisfaction and Job Performance
(paper presented at the second Conference on Emotions in Organizational Life,
Toronto, August 2000).
40 Insurance sales: Martin E. Seligman and Peter Schulman, The People
Make the Place, Personnel Psychology 40 (1987): 437-453.
41<PMQUXIK\WN P]UWZWV_WZSMNNMK\Q^MVM[["<PMVLQVO[IZMZM^QM_MLQV:
W. Clouse and K. L. Spurgeon, Corporate Analysis of Humor, Psychology:
A Journal of Human Behavior 32 (1995): 1-24.
42 CEOs and their top management team: Sigal G. Barsade, Andrew J.
Ward, et al. To Your Hearts Content: A Mode of Affective Diversity in Top
Management Teams, Administrative Science Quarterly 45 (2000): 802-836.
110
43 Improvement in service climate drives increase in revenue: Lyle Spencer,

paper presented at the meeting of the Consortium for Research on Emotional
Intelligence in Organizations (Cambridge, Massachusetts, 19 April 2001).
44 Poor customer service rep morale and decline in revenues: Schneider and
Bowen, Winning the Service Game.
45 5WWL INNMK\[ KIZLQIK KIZM ]VQ\ *MVRIUQV ;KPVMQLMZ IVL , - *W_MV
Winning the Service Game (Boston: Harvard Business School Press, 1995).
46 Mood, customer service, and sales: George and Bettenhausen, Understanding
Prosocial Behavior.
47 The analysis linking climate to business performance: David McClelland,
Identifying Competencies with Behavioral-Event Interviews, Psychological
Science 9 (1998): 331-339; Daniel Williams, Leadership for the 21st Century:
Life Insurance Leadership Study(Boston: LOMA/Hay Group, 1995).
48 More technically, the styles were found to account for 53 to 72 percent of
the variance in organizational climate. See Stephen P. Kelner Jr., Christine
A. Rivers, and Kathleen H, OConnell, Managerial Style as a Behavioral
Predictor of Organizational Climate (Boston: McBer & Company, 1996).
49 Amy Arnsten, The Biology of Being Frazzled, Science 280 (1998), pp.
1711-13.
50 On stress intensity and impairment, see J. T. Noteboom et al., Activation of
the Arousal Response and Impairment of Performance Increase with Anxiety
and Stressor Intensity, Journal of Applied Physiology 91 (2001), pp. 2039-10l.
51 Though that dysfunction holds for the brains temporarily crippled executive
centers, the brain still makes a hedged bet that can work well. Consider studies
WN XMWXTM ]VLMZ M`\ZMUM [\ZM[[ QV [M\\QVO[ TQSM ZMPW][M[ KWUJI\ ]VQ\[ IVL
basketball teams. Under dire pressure, the most seasoned leaders did best by
ZMTaQVOWVPIJQ\[IVLM`XMZ\Q[MNWZUMLW^MZaMIZ[)ZMKIX\IQVNWZQV[\IVKM
KW]TLLQZMK\PQ[ZMUMVIUQL\PMKPIW\QK]VKMZ\IQV\aIVL\MZZWZWN IJTIbMJa
trusting intuitions forged in a long history of similar situations. While old-timers
instinctively know what to do in such high-intensity moments, for a novice the
best theory can fail. See Fred Fiedler, The Curious Role of Cognitive Resources
in Leadership, in Ronald E. Riggio et al., eds., Multiple Intelligences and
Leadership (Mahwah, N.J.: Erlbaum, 2002).
52 7V JZIQV KWZZMTI\M[ WN [ILVM[[ IVL RWa [MM )V\WVQW : ,IUI[QW M\ IT
Subcortical and Cortical Brain Activity During the Feeling of Self-generated
111
Emotions, Nature Neuroscience 3 (2002), pp. 1049-56.

53 Positive moods, for example, can make people more realistic; when people
who are feeling good have an important goal that they want to achieve, they
will seek out potentially useful information even when it might be negative and
upsetting. See, for example, L. G. Aspinwall, Rethinking the Role of Positive
Affect in Self-regulation, Motivation and Emotion 22 (1998), pp. 1-32. On the
other hand, an elevated mood is not necessarily best for every task: being too
giddy bodes poorly for detail work like checking a contract. Indeed, negative
moods can sometimes make our perceptions more realistic rather than overly
rosy. At the right time, it pays to get serious. For a further review, see Neal
M. Ashkanasy, Emotions in Organizations: A Multi-level Perspective, in
Neal Ashkanasy et al eds., Emotions in the Workplace: Research, Theory, and
Practice (Westport, Conn.: Quorum BOOks, 2000).
54 On radiologists diagnoses, see C. A. Estrada et al., Positive Affect
Facilitates Integration of Information and Decreases Anchoring in Reasoning
Among Physicians, Organizational Behavior and Human Decision Processes
72 (1997), pp.1l7-35.
55)V`QM\aMZWLM[KWOVQ\Q^MMNKQMVKa.WZMÌUXTM[\]LMV\[_Q\PUI\PIV`QM\a
have less capacity in their working memory when they tackle a math problem.
Their anxiety occupies the attentional space they need for math, impairing their
ability to solve math problems or grasp new concepts. See Mark Ashcroft and
Elizabeth Kirk, The Relationship Among Working Memory, Math Anxiety,
and Performance, Journal of Experimental Psychology 130, no. 2 (2001),
pp.224-27.
56 On cortisol and the inverted U, see Heather C. Abercrombie et al., Cortisol
Variation in Humans Affects Memory for Emotionally Laden and Neutral
Information, Behavioral Neuroscience 117 (2003), pp. 505-16.
57 In describing the relationship between mood and performance in terms
WN \PM QV^MZ\ML = 1 IU W^MZ[QUXTQNaQVO I JQ\ -^MZa UIRWZ MUW\QWV PI[ Q\[
LQ[\QVK\Q^MQV]MVKMWVPW__M\PQVS7]ZUWWL[[_IaW]ZR]LOUMV\[#_PMV
we are in a sour mood, we more readily dislike what we see; in contrast, we are
more forgiving or appreciative while we are upbeat. See Neal M. Ashkanasy,
Emotions in Organizations: A Multilevel Perspective, in Neal Ashkanasy et
al., eds., Emotions in the Workplace: Research, Theory, and Practice (Westport,
+WVV"9]WZ]U*WWS[?PQTMOWWLUWWL[PI^MOZMI\JMVM\[VMOI\Q^M
MUW\QWV[KIVJM][MN]TQV[XMKQK[Q\]I\QWV[*ILUWWL[KIVMVPIVKMKMZ\IQV
kinds of performance, such as attending to detail in a search for errors or making
VMZLQ[\QVK\QWV[IUWVOKPWQKM[<PQ[UWWL\I[S\PI[JMMVUIXXMLQVUWZM
detail in the work of John Mayer at the University of New Hampshire.
112
For a review of how moods affect performance, see David Caruso et al.,
The Emotionally Intelligent Manager (San Francisco: Jossey Bass, 2004).
6M]ZW[KQMV\Q[\[PI^M[\IZ\ML\WUIX\PM[XMKQK_Ia[LQNNMZMV\MUW\QWVIT[\I\M[
might boost various intellectual abilities. In the mild mood range at least, moods
KIV NIKQTQ\I\M [XMKQK \I[S[IVL WV I TQUQ\ML ZIVOM WN [XMKQK \I[S[ VMOI\Q^M
moods help at times and positive moods sometimes hurt. For instance, anxiety (at
TMI[\I\\PMTM^MT[QV[\QTTMLJa_I\KPQVOIKTQXWN IPWZZWZTU[MMU[\WI]OUMV\
tasks largely processed by the right prefrontal cortex, such as face recognition.
-VRWaUMV\ QVL]KML Ja _I\KPQVO I KWUMLa MVPIVKM[ TMN\PMUQ[XPMZM \I[S[
such as verbal performance. See Jeremy R. Gray et al., Integration of Emotion
and Cognition in the Lateral Prefrontal Cortex, Proceedings of the National
Academy of Sciences 199 (2002), pp. 4115-20.
58 Much the same argument has been made in George and Bettenhausen,
Understanding Prosocial Behavior; and in Neal N1. Ashkanasy and Barry
Tse, Transformational Leadership as Management of Emotion: A Conceptual
Review, in Neal M. Ashkanasy, Charmine E. J. Hartel, and Wilffred J. Zerbe,
Emotions in the Workplace: Research, Theory and Practice (Westport, CT:
Quorum Books, 2000), 221-235.
The Sweet Spot for Achievement
59 Amy Arnsten, The Biology of Being Frazzled, Science 280 (1998), pp.
1711-13.
60 Thomas Sy et al., The Contagious Leader: Impact of the Leaders Mood
on the Mood of Group Members, Group Affective Tone, and Group Processes,
Journal of Applied Psychology 90 (2005), pp. 295-305.
61 M. T. Dasborough, Cognitive Asymmetry in Employee Emotional Reactions
to Leadership Behaviors, Leadership Quarterly, 17 (2006), pp. 163-178.
62 Neal Ashkanasy et al., Managing Emotions in a Changing Workplace, in
Ashkanasy et al., Emotions in the Workplace.
63 James Harter, Gallup Organization, unpublished report, December 2004.
64 The poll is cited in Amy Zipldn, The Wisdom of Thoughtfulness, New
York Times, May 31, 2000, p. C5.
113
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Leadership:

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The Competency Framework

MANAGING WITH HEART

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MANAGING WITH HEART

MANAGING WITH HEART

MANAGING WITH HEART

MANAGING WITH HEART

WHAT MAKES A LEADER?

WHAT MAKES A LEADER?

WHAT MAKES A LEADER?

WHAT MAKES A LEADER?

WHAT MAKES A LEADER?

WHAT MAKES A LEADER?

WHAT MAKES A LEADER?

WHAT MAKES A LEADER?

LEADERSHIP THAT GETS

LEADERSHIP THAT GETS RESULTS

LEADERSHIP THAT GETS RESULTS

LEADERSHIP THAT GETS RESULTS

LEADERSHIP THAT GETS RESULTS

LEADERSHIP THAT GETS RESULTS

LEADERSHIP THAT GETS RESULTS

LEADERSHIP THAT GETS RESULTS

LEADERSHIP THAT GETS RESULTS

LEADERSHIP THAT GETS RESULTS

LEADERSHIP THAT GETS RESULTS

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THE SWEET SPOT

THE SWEET SPOT FOR ACHIEVEMENT

THE SWEET SPOT FOR ACHIEVEMENT

Stress Hormones and Performance

THE SWEET SPOT FOR ACHIEVEMENT

THE SWEET SPOT FOR ACHIEVEMENT

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THE SWEET SPOT FOR ACHIEVEMENT

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DEVELOPING EMOTIONAL INTELLIGENCE

1 J. D. Mayer, P. Salovey, and D. R. Caruso, Models of Emotional Intelligence,

Managing With Heart

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13 Limbic regulation: Thomas Lewis, Fari Amini, and Richard Lannon, A

17 Work teams share moods: C. Bartel and R. Saavedra, The Collective

22 Leaders as the managers of meaning: Howard Gardner, Leading Minds: An

Management, New Haven, Connecticut, 2000.

43 Improvement in service climate drives increase in revenue: Lyle Spencer,

Emotions, Nature Neuroscience 3 (2002), pp. 1049-56.

The Sweet Spot for Achievement

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