Leadership Daniel Goleman, the leading authority on the emotional intelligence movement, is the

author of Emotional Intelligence (Bantam, 1995) and Working With Emotional Intelligence (Bantam,
1998), as well as the co-chairman of the Consortium for Research on Emotional Intelligence in
Organizations, which is based at Rutgers University's Graduate School of Applied Psychology. In this
ground-breaking article, he explains why emotional intelligence is an essential part of leadership and
The author also discusses how a novel approach to human resource training can improve emotional
intelligence. Superb leaders can lead a team, division, or business in many different ways. Some are calm
and critical; Others have charisma and trust their instincts. Additionally, distinct types of leadership are
required for distinct circumstances. While many turnarounds require a more assertive form of authority,
most mergers require a sensitive negotiator at the helm. However, the author has discovered that
effective leaders share a crucial trait: They all possess emotional intelligence, or emotional intelligence,
to a high degree. Truth be told, Golemanæs research at almost 200 enormous, worldwide organizations
uncovered that capacity to understand individuals at their core - particularly at the most elevated levels
of an organization - is the sine qua non for initiative. Even if a person has excellent training, sharp
thinking, and a never-ending supply of good ideas, he will not be a great leader. Self-awareness, self-
regulation, motivation, empathy, and social skill are all aspects of emotional intelligence that can come
across as unprofessional. However, exhibiting emotional intelligence at work requires more than just
managing your rage or getting along with others. Instead, it entails having sufficient insight into one's
own emotional makeup as well as that of others to motivate them to work toward the goals of your
business.