Biomedical subjects
Publications and source records attributed to D Goleman.
According to Abhidhamma, a classical Asian phenomenology of consciousness, through meditation a set of "healthy" mental properties reciprocally inhibits an "unhealthy" set. In light of Abhidhamma and empirical findings, applications of meditation are suggested for inducing an optimal mode of responsiveness to environmental demands, and as a complementary adjunct to psychotherapy.
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Aristotle once challenged man "to be angry with the right person, to the right degree, at the right time, for the right purpose, and in the right way" (The Nicomachean Ethics). Daniel Goleman, Ph.D., a journalist for the New York Times, expands on this statement in his new book, "Emotional Intelligence." He defines emotional intelligence as the ability to rein in emotional impulses, to read another's innermost feelings and to handle relationships and conflict smoothly. This new model of intelligence puts emotions at the center of our aptitudes for living. Goleman asserts that these emotional aptitudes can preserve relationships, protect our health and improve our success at work. The following adaptation from "Emotional Intelligence" (Bantam Books, 1995) offers suggestions to managers and supervisors on how they can create a more cost-effective and healthier workplace for their employees by becoming more aware of their own emotional. intelligence.
Superb leaders have very different ways of directing a team, a division, or a company. Some are subdued and analytical; others are charismatic and go with their gut. And different situations call for different types of leadership. Most mergers need a sensitive negotiator at the helm, whereas many turnarounds require a more forceful kind of authority. Psychologist and noted author Daniel Goleman has found, however, that effective leaders are alike in one crucial way: they all have a high degree of what has come to be known as emotional intelligence. In fact, Goleman's research at nearly 200 large, global companies revealed that emotional intelligence--especially at the highest levels of a company--is the sine qua non for leadership. Without it, a person can have first-class training, an incisive mind, and an endless supply of good ideas, but he still won't make a great leader. The components of emotional intelligence--self-awareness, self-regulation, motivation, empathy, and social skill--can sound unbusinesslike. But exhibiting emotional intelligence at the workplace does not mean simply controlling your anger or getting along with people. Rather, it means understanding your own and other people's emotional makeup well enough to move people in the direction of accomplishing your company's goals. In this article, the author discusses each component of emotional intelligence and shows through examples how to recognize it in potential leaders, how and why it leads to measurable business results, and how it can be learned. It takes time and, most of all, commitment. But the benefits that come from having a well-developed emotional intelligence, both for the individual and the organization, make it worth the effort.
Superb leaders have very different ways of directing a team, a division, or a company. Some are subdued and analytical; others are charismatic and go with their gut. And different of situations call for different types of leadership. Most mergers need a sensitive negotiator at the helm whereas many turnarounds require a more forceful kind of authority. Psychologist and noted author Daniel Goleman has found, however, that effective leaders are alike in one crucial way: they all have a high degree of what has come to be known as emotional intelligence. In fact, Goleman's research at nearly 200 large, global companies revealed that emotional intelligence--especially at the highest levels of a company--is the sine qua non for leadership. Without it, a person can have first-class training, an incisive mind, and an endless supply of good ideas, but he still won't make a great leader. The components of emotional intelligence--self-awareness, self-regulation, motivation, empathy, and social skill--can sound unbusinesslike. But exhibiting emotional intelligence at the workplace does not mean simply controlling your anger or getting along with people. Rather it means understanding your own and other people's emotional makeup well enough to move people in the direction of accomplishing your company's goals. In this article, the author discusses each component of emotional intelligence and shows through examples how to recognize it in potential leaders, how and why it leads to measurable business results, and how it can be learned. It takes time and, most of all, commitment. But the benefits that come from having a well-developed emotional intelligence, both for the individual and the organization, make it worth the effort.