Daniel Goleman Emotional Intelligence. Daniel goleman - emotional intelligence

Emotional intelligence. Why it can matter more than IQ Daniel Goleman

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Title: Emotional Intelligence. Why it can matter more than IQ
By Daniel Goleman
Year: 2013
Genre: General psychology, Social psychology, Foreign psychology

About the book “Emotional Intelligence. Why It Matter More Than IQ "Daniel Goleman

Daniel Goleman is an internationally recognized expert in the field of psychology. It is on his account that the derivation of such a concept as "emotional intelligence" is listed. Having published the book “Emotional Intelligence. Why It Might Mean More Than IQ ”back in 1995, it is still a bestseller and a guide for many. The author says that in addition to the intellect, which is usually talked about in wide circles, there is another - emotional. Few people know about him, few want to figure it out, but it is he who plays a decisive role in most life situations.

Emotional intelligence plays a significant role in all areas of life, including the most important: family and work. Daniel Goleman answers many questions that plague readers. What it is? How to detect and measure it? What is the difference between “normal” intelligence and “emotional” intelligence? Why is it so important to be able to control yourself and manage your emotions? How to profitably use your emotional outbursts? How can you quickly deal with emotions that you don't like and want to get rid of as soon as possible?

From the moment of writing the book “Emotional Intelligence. Why It Can Mean More Than IQ ”was translated into more than 40 languages, and the number of sales in the US alone exceeded 5 million. It reveals various manifestations of emotional intelligence, which were written from real people, as well as from the author's personal life. An analysis of this concept and its manifestations indicates that people with emotional intelligence are often much more successful than just smart and intellectually developed individuals. Why is this so, and is it a regularity?

Daniel Goleman will tell the reader about why a person needs emotions at all and why they occupy an important part of life. He will show examples when powerful, intelligent people in high positions commit acts absolutely reckless and even stupid. Is this really an accident? Or does emotional intelligence still take its toll? Thanks to the book “Emotional Intelligence. Why it can mean more than IQ ”the reader knows himself even better and deeper. Learns how to get rid of mental trauma, as well as how to independently manage your temperament, not succumbing to its provocations. The book will be very useful both for personal development and for parents and the whole family.

On our site about books, you can download the site for free or read the online book "Emotional Intelligence. Why It Matter More Than IQ ”Daniel Goleman in epub, fb2, txt, rtf, pdf formats for iPad, iPhone, Android and Kindle. The book will give you a lot of pleasant moments and real pleasure from reading. You can buy the full version from our partner. Also, here you will find the latest news from the literary world, find out the biography of your favorite authors. For novice writers, there is a separate section with useful tips and advice, interesting articles, thanks to which you yourself can try your hand at literary skill.

Quotes from the book “Emotional Intelligence. Why It Matter More Than IQ "Daniel Goleman

People with high IQs turn out to be overwhelmingly poor pilots in their private lives.

The earliest warning sign that a marriage is in danger is, as Gottman established, harsh criticism.

It is the combination of moderate talent and the ability to keep moving towards a goal in the face of failure that leads to success.

There is a theory that emotionally healthy babies learn to calm themselves by repeating the actions of their caregivers, making them less vulnerable to spikes in emotional brain activity.

The reluctance of men to solve family relationship problems is undoubtedly the result of their inability to guess the emotional state from their facial expressions.

If you could put into words what you felt, then it’s yours.

The highest values of the human soul - faith, hope, devotion, love - are completely absent with a cold cognitive attitude. Emotions are enriching, and without them the mind model is desalinated.

Rationality is guided by feeling, which can overwhelm it.

The first years of the new millennium usher in an age of melancholy, just as the twentieth century was an age of anxiety.

Shelter behind a wall of silence, which has become a habitual reaction, has a devastating effect on relationships: it cuts off all possibilities of settling differences.

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Dedicated to Tara, the inexhaustible source of emotional wisdom

ARISTOTLE'S PROBLEM

Anyone can get angry — it’s easy, but it’s not so easy to get angry with someone who deserves it, and to a certain extent, at the right time, with the right purpose and in the right way.

Aristotle. Nicomachean ethics

It was already unbearably floating in the morning. New York is one of those hot and humid August days when the discomfort plunges people into despondency. On my way back to the hotel, I got on the Madison Avenue bus and was almost shocked to see the driver, a middle-aged black man beaming with a cheerful smile, who greeted me with a friendly, “Great! How are you?" So he addressed everyone who got on the bus, slowly crawling in the dense stream of cars, which, as usual, overflowed the center of the afternoon city at this hour. And every passenger, like me, flinched with surprise, but, being in a bad mood because of the weather, few responded to his good-natured greeting.

However, as the bus pulled out of traffic jams on its way to the sleeping area, a slow, downright magical transformation took place. The driver, while the trial and business, entertained us with a continuous monologue, vividly commenting on what was happening around: something unimaginable was happening in that store during the sale, and a wonderful exhibition was opened in this museum, you have not yet heard anything about the new film that recently went to the cinema on the corner? His admiration for the rich opportunities that this city provided to its inhabitants infected the passengers, and they, approaching their bus stop, threw off the shell of gloomy gloom in which they climbed into the bus, and when the driver shouted after them: “Bye! All the best to you! ”, Everyone answered him with a smile in the same way.

The memory of this incident lived in me for almost twenty years. When I was on this Madison Avenue bus, I had just completed my Ph.D. in psychology; but at the time, psychology paid too little attention to how such a metamorphosis could have happened at all. Psychological science knew almost nothing about the mechanics of emotion. And yet, imagining the spread of the virus of goodwill, which must have swept across the city from the passengers of this bus, I realized that his driver was something like a city peacemaker, almost a magician in his ability to transform the gloomy roaming in his passengers. irritability to soften their hearts a little and make them kinder.

Some newspaper reports this week are the exact opposite:

At one local school, a nine-year-old student raged, splashed paint on school desks, computers and printers, and senselessly crumpled a car in a school parking lot. The reason was that several of his third-grade classmates had called him a "sucker" and he decided to change their mind.

Eight teenagers were injured when an accidental collision among a crowd of teenagers loitering outside a Manhattan hobby club led to a scuffle that ended when one of the offended opened fire on the crowd with a .38 automatic pistol. The report states that such shooting in cases of disrespect in last years is becoming more and more commonplace throughout the country.

According to press reports of murder victims under the age of twelve, 57 percent of the murderers are their parents or stepfathers and stepmothers. In almost half of the cases, the parents state that they were "just trying to discipline the child." Beating to death can be triggered by “irregularities,” for example, when a child interferes with watching television, cries, or stains diapers.

A German boy was tried for the murder of five Turkish women and girls who died in a fire he set up while they were sleeping. He was a member of a neo-Nazi group and at the trial said that he could not keep his job, drank and blamed foreigners for his cruel fate. In a barely audible voice, he explained in court: "I never cease to deeply regret what I have done, and I am infinitely ashamed."

The news that hits us every day is replete with similar reports of a decline in civilization and security - a swift attack of base motives that cause an unbridled desire to kill. But for us, this news simply reflects on a larger scale a creeping feeling of emotional out-of-control in our own lives and in the lives of those around us. No one is immune from this unpredictable wave of turmoil and remorse; it somehow penetrates the life of each of us.

The last decade has been accompanied by the drumming of such messages, characterizing the growth of ridiculous antics influenced by emotions, manifestations of recklessness and irresponsibility in our families, communities and collectives. These years have witnessed outbursts of rage and despair occurring in the quiet solitude of children of working parents left in the care of the television instead of a babysitter, in the suffering of abandoned, neglected or abused children, or in the hideous intimacy of marital lawlessness. The prevalence of mental illness can be judged by quantitative indicators of a sudden increase in cases of depression worldwide, and by reminders in the form of a growing wave of aggressiveness: teenagers with firearms in schools, freeway accidents ending in shootings, disgruntled employees who are brutally killing their former employees. Emotion abuse, shooting from moving cars, and post-traumatic stress disorder- over the past decade, all these terms have entered the usual lexicon, just as the current motto has changed from the encouraging “All the best” to the sarcastic “Come on, come on!”.

This book will help you find meaning in the meaningless. As a psychologist and journalist for The New York Times, as yours truly has been for the past ten years, I have clearly seen progress in the scientific understanding of the irrational. But most of all I am amazed by two clearly opposite tendencies: one reflects the growing trouble in the emotional life of our society, the other testifies to the emergence of some effective means of improving the current situation.

Why this research was needed

In the past ten years, despite disappointing information coming from all sides, representatives of the scientific world have seriously taken up the study of emotions. Among the most impressive are the results of the study of the human brain in the process of work, which became possible thanks to the latest developments in the field of technology of optical images of the brain regions. For the first time in the history of mankind, scientists were able to see what for centuries remained a secret behind seven seals: how exactly this incredibly complex system of a huge mass of cells works when we think and feel, build mental images and dream. The abundance of neuroscience data helps us better understand how the brain centers responsible for our emotions make us angry or cry, and how the most ancient parts of the brain that encourage us to start wars or awaken love in us channel energy to do good or evil. In the course of such unprecedented research, which revealed the mechanisms of the violent manifestation of emotions and their weakening, some original means of getting out of our collective emotional crisis were discovered.

By the way, I had to postpone the writing of this book until better times, waiting for the rich harvest of scientific research to ripen. The reason for such a long delay was rooted mainly in the fact that researchers allotted surprisingly little space to feelings in the mental life of a person, leaving emotions for scientific psychology as a kind of almost unexplored continent. A stream of all sorts of books under the heading "Help Yourself" poured into the vacuum thus formed, stuffed with useful advice, developed at best based on the results of clinical studies in the absence of a serious scientific base. But now science finally has the right to competently conduct a conversation about solving urgent and very confusing problems of the psyche in its most irrational manifestation, in order to make a map of human feelings with more or less accuracy.

Drawing up such a map challenges the opinion of those who adhere to a narrow view of intelligence, arguing that the IQ is given to us genetically, and therefore cannot be changed under the influence of life experience and that our fate is largely determined by the mental abilities that we are endowed with by nature. This argument, however, leaves out a still contentious issue: What able will we change to help our children live their lives better? What factors are triggered, for example, when people with high IQ fail and those with modest IQs are surprisingly successful? I am personally determined to argue that this distinction is most often rooted in what I call “emotional intelligence,” which includes self-control, zeal and perseverance, and the ability to motivate one's actions. All of this, as we will see later, can be taught to children, thereby providing them with the opportunity to make the best use of the mental potential that fell to them in the genetic lottery.

Dedicated to Tara, the inexhaustible source of emotional wisdom

ARISTOTLE'S PROBLEM

Anyone can get angry — it’s easy, but it’s not so easy to get angry with someone who deserves it, and to a certain extent, at the right time, with the right purpose and in the right way.

Aristotle. Nicomachean ethics

Some newspaper reports this week are the exact opposite:

Eight teenagers were injured when an accidental collision among a crowd of teenagers loitering outside a Manhattan hobby club led to a scuffle that ended when one of the offended opened fire on the crowd with a .38 automatic pistol. The report says that such disrespectful gunfire has become more and more common throughout the country in recent years.

The last decade has been accompanied by the drumming of such messages, characterizing the growth of ridiculous antics influenced by emotions, manifestations of recklessness and irresponsibility in our families, communities and collectives. These years have witnessed outbursts of rage and despair occurring in the quiet solitude of children of working parents left in the care of the television instead of a babysitter, in the suffering of abandoned, neglected or abused children, or in the hideous intimacy of marital lawlessness. The prevalence of mental illness can be judged by quantitative indicators of a sudden increase in cases of depression worldwide, and by reminders in the form of a growing wave of aggressiveness: teenagers with firearms in schools, freeway accidents ending in shootings, disgruntled employees who are brutally killing their former employees. Emotion abuse, shooting from moving cars and post-traumatic stress disorder have all entered the mainstream over the past decade, just as the current motto has changed from the reassuring "Goodbye" to the sarcastic "Come on, come on!"

Why this research was needed

H&F reads one business book each week and selects interesting excerpts from it. This time we read a book by the American psychologist Daniel Goleman, dedicated to the problem of using emotional intelligence in business. In a 500-page work, Goleman argues that high intelligence and professional skills are not enough to be a truly good leader. This also requires emotional intelligence, which helps to listen to your inner voice. We have selected some helpful tips on how to develop it.

Emotional intelligence determines how much we are able to learn practical skills, which are based on five components: self-awareness, motivation, self-regulation, empathy and the art of maintaining relationships... Our emotional competence shows how fully we have converted this potential into the capabilities required at work. For example, good customer service is an emotional competence based on empathy. Likewise, reliability is a competence based on self-regulation or the ability to fully cope with one's urges and emotions.

Emotional competence plays a particularly important role in leadership, a quality that is about getting others to do their jobs more effectively. The inability of leaders to maintain interpersonal relationships reduces the productivity of all members of the group. It wastes time, creates a conflict environment, undermines motivation and commitment to work, and provokes hostility and indifference.

A measure of the strength or weakness of a leader's emotional competence is the degree of ability to maximize the talents of the people he leads. Mastering a situation associated with the manifestation of emotions requires the ability to resolve conflicts: the ability to quickly instill confidence, reach mutual understanding, listen carefully, reasonably convince and persuade the interlocutor to accept advice. You need abilities such as self-awareness, understanding the point of view of other people, a sense of presence. And then at the negotiating table you will be exactly the person everyone is ready to trust.

Follow the example of the best

There are clear differences between successful leaders and unsuccessful ones.

Self-control: The failed did not cope well with difficult situations, easily succumbed to mood swings and were prone to outbursts of anger. The lucky ones, on the contrary, were in perfect control of themselves under any stress, remaining calm, self-confident and, moreover, reliable at the most critical moments.

Obligation: A group of failures responded to criticism or failure by going on the defensive, starting to deny, twist, or blame others. Successful, taking responsibility, admitted their own mistakes and failures, took some action to solve problems. They always went ahead, not dwelling on their mistakes.

Reliability: Losers tended to be overly ambitious and did not hesitate to get ahead at the expense of others. The lucky ones were distinguished by exceptional honesty, showed unremitting concern for the needs of their subordinates and colleagues, and diligently took on an urgent task. And they gave all this a clear preference, rather than in any way to impress their boss.

Social skills: Losers lacked empathy and sensitivity, so they were more likely to be harsh or unceremonious, instilling fear in subordinates. And although, if necessary, they knew how to endear their interlocutors, demonstrating concern for the affairs of others, it was obvious that charm for them was only a means of manipulating others. It was fortunate not to take empathy and sensitivity, they showed tact and attention, plunging into the affairs of other people, be they bosses or subordinates.

Establishing connections and the use of human dissimilarity as a means to an end: the insensitivity and manipulative demeanor of a group of losers turned into an inability to create a reliable system of mutually beneficial relationships. The lucky ones, better understanding the value of dissimilarity, are able to get along with a wide variety of people.

Develop intuition

Lending managers should anticipate a possible deterioration in business, even if the numbers are still in good order. Administrators have to decide in advance whether a new product is worth the time and money it takes to develop it.

Bosses need to be smart about which of the candidates for a particular position is best suited to a working group in terms of temperament. These kinds of situations require the ability to include in the decision-making process an intuitive feeling in search of an answer to the question of what is right and what is not.

Successful leaders were honest, caring for the needs of their subordinates and colleagues.

Intuition and gut feeling testify to the ability to perceive signals emanating from the internal storage of emotional memory - a person's own source of wisdom and prudence. This ability is the true essence of self-awareness. Emotional awareness begins with attunement to the flow of feelings that is constantly present in each of us. From this moment on, we recognize that such emotions have the ability to shape what we perceive, what we think and what we do.

This awareness helps us understand that our feelings influence those with whom we deal. It is becoming clear to financial advisors that their own emotions in dealing with clients can be transferred to them, leading to better or worse results.

Postpone business

Our feelings are always with us, but we hardly listen to them. Typically, we only learn about our emotions when they build up and finally get out of control. But if we are attentive, we will be able to feel them on more subtle levels long before the moment they manifest themselves with such force.

Emotions have their own agenda and schedule. But in our hectic life they have no place or airtime - and therefore they go underground. All this intense mental and psychological activity drowns out a quieter inner voice, which suggests being guided by the resources of inner confidence that can keep us afloat in the ocean of life.

But self-awareness can be cultivated. Edward McCracken, former CEO of Silicon Graphics, said: “In our industry, it often happens that there is no time to think at all. You have to do all the preliminary work, and then you have to rely on intuition, not allowing the mind to interfere in this process. " How did McCracken learn to use his intuition? He thought about it every day for 10 years.

His approach can be called a time-honored way to hear your own inner voice - deeply hidden, subtle: take a break to "do nothing." Useful "doing nothing" is not a trivial opportunity to evade work. This is a valuable ability to stop wasting time by wasting it, say, sitting in front of the TV or, even worse, doing something to the accompaniment of a working TV. You just need to postpone for a while all other types of purposeful activity and do something that will open our consciousness for a deeper and more calm perception.

Learn to adapt

For many executives, it is difficult to adjust to the new trend of diffusing responsibility and decision-making across the organization as a whole. Therefore, if there is any in-demand competence these days, it is, of course, adaptability.

Champions in this field enjoy change and rejoice in innovation. They are receptive to new information and can abandon old ideas, adjusting in a similar way to how they proceed. They get along well with the feeling of anxiety that is often caused by everything new or unknown, and are willing to take risks, switching to new methods of activity.

Adaptability requires flexibility in order to be able to accommodate different perspectives on a given situation. And flexibility, in turn, is directly related to emotional strength, that is, the ability to feel comfortable in conditions of uncertainty and remain calm when faced with surprises. Another competence that underlies adaptability is self-confidence, and such a conviction helps a person quickly readjust their responses, unconditionally abandoning everything in a situation where reality is changing.

Do not be afraid of adventures

An innovator's emotional stimulus to action lies in the desire to find pleasure in novelty. People with this professional knack are able to quickly identify key tasks and simplify problems that sometimes seem extremely complex. They are able to find original connections and schemes that others usually do not pay attention to.

A lack of this competence can mean more than a simple lack of imagination. People who are uncomfortable with risk become critics and deniers. Cautious, defensive, they can constantly ridicule or undermine advanced ideas.

in private enterprise, too much restraint portends failure

The creative mind is inherently slightly undisciplined. There is a natural tension between organized self-control and the drive for innovation. Not that creative people do not possess emotions at all ... No, it would be more correct to say that they willingly succumb to a variety of impulses and do more actions than natures less prone to adventurism. Ultimately, this is what creates new opportunities. Self-control, in the sense of adhering to rules, bodes well for large organizations, especially those where a bureaucratic approach to the proper execution of duties is encouraged. But in the private business or creative professions like advertising, too much restraint augurs well for failure.

Develop the skill of emotional presence

Emotionally present at work, people are full of attention and completely absorbed in their work - and therefore work sparingly. They fully realize their creative ideas, energy and intuitive ideas for the common good. Others perceive them as people available for dialogue and passionate about their work.

The opposite position - psychological absence - is all too well known in the example of those people who perform their routine work mechanically, with obvious boredom or somehow in isolation. In a sense, they, quite possibly, did not find themselves in their profession.

Presence requires a person to “not be disturbed by anxiety, to be open and not closed from others,” explained William Kahn, a psychologist in Boston University's Department of Management. Such a presence is the main attribute of the flow of inspiration: full attention or immersion in the immediate task.

On the contrary, the enemies of the presence (and the flow of inspiration) are two of the same type of ailments - apathy and anxiety. Being fully present in a particular situation, we are more attuned to the people around us and to the demand of the moment, and therefore we easily adapt to these requirements, in other words, we get into the stream. We can be considerate, funny, or self-critical, freely using whatever ability or skill we need at the moment.

Daniel Goleman's name is usually associated with criticism of the traditional view of IQ (intelligence quotient). He summarized research on brain function and used it to advance and popularize the concept of emotional intelligence (EI).

In Emotional Intelligence at Work (1998), Daniel Goleman defined emotional intelligence as the ability to understand one's own feelings and the feelings of others, to motivate oneself and manage emotions in relationships with oneself and others.

Daniel Goleman was born in 1946. He graduated from Harvard and received his Ph.D. in psychology there. His bestselling book Emotional Intelligence (ACT, 2008) came out in 1995, followed in 1998 by Emotional Intelligence at Work. Goleman also wrote articles on psychology for the New York Times for a long time.

He is currently the President of Emotional Intelligence Services in Sudbury, Massachusetts, which partnered with the Hay Group to offer courses in the development and assessment of emotional intelligence. Daniel Goleman is co-chairman of the Society for the Study of Emotional Intelligence at Rutgers University. Goleman's interest in EI stemmed from the realization that a high IQ is not a prerequisite for success in life.

Daniel Goleman points out the relationship between business acumen and EI. In a second paper, he identified 25 EI competencies, or traits of external behavior, and analyzed how EI affects success and failure.

Daniel Goleman's main ideas

Emotional intelligence and the brain. In Emotional Intelligence, Goleman discusses the importance of brain evolution for our feelings and behaviors. He describes how, in the course of evolution over millions of years, three main zones have evolved in the human brain.

Brain stem- located at the base of the brain and is an extension of the spinal cord. Regulates physiological functions and instinctive reactions. The most primitive part of the brain.
Hippocampus- developed later than the brain stem and is slightly higher. Contains the amygdala as described by Joseph Ledoux in the 1980s. It is responsible for emotional reactions to visual and other information. Under some circumstances, the amygdala is able to literally "take over" the brain, taking over the reactions of a person before he has time to think, and makes him react immediately. Mammals or people who have had their amygdala removed have no feelings. It catalyzes impulsive actions that can overpower rational thinking and the ability to reason sanely.
New cortex (neocortex)- a large, well-developed upper region of the brain that covers the centers of thinking, memory and speech.

Over the course of evolution, emotions and thinking abilities - the two main brain functions responsible for behavior - have ended up in different zones. In addition, emotional centers receive information earlier than thought centers, and provoke a very quick and, in some situations, strong reaction. Then the results for a person can be disastrous.

As long as we are not aware of the situation and are not in control of our feelings, we may allow inappropriate emotional reactions that block the consideration of other possibilities. But emotions have their own "wisdom", which we must learn to use; this is especially true of intuition.

When people are confronted with stimuli such as intense fear, anger, or despair, the first impulse comes from the amygdala. Until the intellect is connected, the brain goes into survival mode, stimulating instinctive responses that may turn out to be correct or completely wrong.

Today we have little or no need to fight for survival or avoid the dangers that primitive man faced. But some instinctive responses are helpful in certain circumstances; therefore, we must understand that the primitive reaction in the emotional center precedes rational assessment and reaction. Emotional intelligence assumes that we understand and know how to use it, as well as control our reactions.

EI structure. To describe the functioning of EI, the scientist proposed a system of five elements: introspection, self-regulation, motivation, empathy, and social skills. Each of these elements has certain characteristics.

Introspection- understanding how your emotions affect behavior; orientation to one's own values when making decisions; an assessment of one's own strengths and weaknesses and the ability to learn from one's own experience (self-esteem); self-confidence and confidence in their abilities, values and goals.
Self-regulation- mood management; stress control, positivity and purposefulness; calmness and the ability to reason well under pressure; possession of emotions; reliability and composure.
Motivation- the ability to enjoy solving problems; striving for achievements; a responsibility; initiative; optimism; personal preference when choosing goals.
Empathy- the ability to accept a different point of view; openness and honesty; avoiding stereotypes about other people; knowledge of culture.
Social skills- skills of influence, for example, the ability to persuade; the ability to communicate, including with colleagues; the ability to listen, cooperate, resolve conflicts; the ability to inspire and lead; the ability to initiate and manage changes; the ability to understand other people's feelings.

Daniel Goleman argues that people with these characteristics are more likely to succeed in leadership positions. As an example, he cites data from various sources that confirm that top managers with higher EI perform better. And he describes some funny situations that illustrate the manifestation of EI in the workplace.

Emotional competency questionnaire. Daniel Goleman believes that EI can be developed. To evaluate and develop it, in collaboration with Hay Group, he developed the Emotional Competence Questionnaire. In it, the five initial components of EI are reduced to four.

# 1 Introspection:

understanding your own feelings and their meaning;
a realistic view of its advantages and disadvantages;
self-confidence and self-confidence.

# 2 Composure:

control of emotions;
honesty and reliability;
flexibility and dedication.

# 3 Social competencies:

empathy, the ability to perceive the thoughts and point of view of another;
understanding and feeling of group dynamics and interpersonal relationships;
orientation to the needs of others, especially when it comes to the client.

# 4 Social Skills:

helping others in their self-development;
the ability to influence people;
excellent interpersonal communication skills;
ability to change management style;
the skill of resolving disputes and disagreements;
the ability to strengthen and build relationships;
group work skills.

Leadership styles. Daniel Goleman has also worked with Hay / McBer to study leadership styles. He presented his findings to the Harvard Business Review in 2000. Based on responses from 3,781 leaders, the scientist concluded that leaders get the best results by using a combination of six management styles, each with characteristic features and addressing different components of EI.

Coercive leaders require constant obedience. They are motivated, initiate change, and strive for success.
Reputable leaders inspire people to pursue goals. They initiate change and possess the skills of empathy.
Collaborating leaders build relationships. Possess excellent empathy and communication skills.
Democratic leaders actively encourage the group to participate in decision making. Excellent communicators, listeners and negotiators.
Leaders who set the pace set high standards. They are proactive, motivated, striving for success.
Learning leaders expand and develop the capabilities of the staff. Good listeners, effective communicators and motivators.

Researchers believe that the six leadership styles presented are good in various situations and directly affect the working environment of the organization, which, in turn, determines its bottom line.

The assumption that success is highly dependent on communication skills is not new; therefore Daniel Goleman has often been criticized for presenting famous ideas under a new sauce. Goleman himself does not hide the origins of his ideas and admits when he refers to the work of his colleagues. In 2001, Charles Woodruff analyzed Goleman's concept of EI and summarized:

Daniel Goleman contradicts himself when he writes that EI is inherent in all and granted by nature, and at the same time claims that this ability can be developed;
EI measurement based on the questionnaire cannot be called sufficient, especially from the point of view of reliability;
The manifestations of EI or competence proposed by Goleman, such as self-confidence and leadership, are by no means new and are long-studied factors of high achievement.

Regardless of how well-founded the criticism is, Daniel Goleman has undoubtedly greatly enriched management theory in terms of EI. He used several rather complex ideas related to human behavior and biological evolution and translated them into a simpler and more understandable form.

As a result, many people have adopted its key principle: we can use our intellect to better manage our emotions and apply emotional intuition. Agree, a very useful theory for life and work.