The Emotional Intelligence Of Leaders By Daniel Goleman

The Emotional Intelligence of Leaders

In his 1998 article “The Emotional Intelligence of Leaders,” Daniel Goleman presented an argument for public and private sector leaders to consider the merits of a leader possessing emotional intelligence in order to create a cohesive work environment. For Goleman, emotional intelligence is the ability to recognize emotion both within oneself and within others, understanding the impact emotions have on others and leveraging this intelligence to assist others and create a positive environment. This form of intelligence, in conjunction with innate intelligence, Goleman advised, is required to make an effective leader. Goleman set the stage for his argument with an example of intrinsic emotional intelligence

The examples portrayed a few of McCrimmon’s (2005) “key characteristics of thought leadership” (p. 1067) to include, thought leader’s being in subordinate positions, lateral and ascending audience, individualism, spontaneous ideas, and conclusion upon agreement by the audience. Other “key characteristics of thought leadership” (p. 1067) identified by McCrimmon’s (2005) established that the thought leader is solely accountable, inherently nonconforming and need not have innate emotional intelligence when the idea is supported by hard

When given the opportunity, I find great satisfaction in being a self-leader. I view such an opportunity as a motivation tool because it provides the individual the sense that they are valued, dependable and trustworthy, which in turn builds commitment to the organization. In my opinion, McCrimmon’s position would have been effective had he clearly defined thought leadership, used scholarly references to substantiate his claim and addressed methods to integrate thought leadership into shared