| EI Bibliography 2 | | Print | |
The following section is from Dan Goleman’s website, www.danielgoleman.info :LeadershipRecommended readingCavallo, Kathleen, "Emotional Competence and Leadership Excellence at Johnson & Johnson: The Emotional Intelligence and Leadership Study." Abstract: A study was conducted on three hundred and fifty-eight Managers across the Johnson & Johnson Consumer & Personal Care Group (JJC&PC Group) globally to assess if there are specific leadership competencies that distinguish high performers from average performers. Participants were randomly selected, then coded for performance rating, potential code, gender, functional group and regional area. More than fourteen hundred employees took part in a one hundred and eighty three question multi-rater survey that measured a variety of competencies associated with leadership performance including those commonly referred to as Emotional Intelligence. Results showed that the highest performing managers have significantly more "emotional competence" than other managers. http://www.eiconsortium.org/research/jj_ei_study.htm Goleman, Daniel. "Leadership That Gets Results." Harvard Business Review, March 2000. Abstract: A leader's singular job is to get results. But even with all the leadership training programs and "expert" advice available, effective leadership still eludes many people and organizations. One reason, says Daniel Goleman, is that such experts offer advice based on inference, experience, and instinct, not on quantitative data. Now, drawing on research of more than 3,000 executives, Goleman explores which precise leadership behaviors yield positive results. He outlines six distinct leadership styles, each one springing from different components of emotional intelligence. Each style has a distinct effect on the working atmosphere of a company, division, or team, and, in turn, on its financial performance. The styles, by name and brief description alone, will resonate with anyone who leads, is led, or, as is the case with most of us, does both. Coercive leaders demand immediate compliance. Authoritative leaders mobilize people toward a vision. Affiliative leaders create emotional bonds and harmony. Democratic leaders build consensus through participation. Pacesetting leaders expect excellence and self-direction. And coaching leaders develop people for the future. The research indicates that leaders who get the best results don't rely on just one leadership style; they use most of the styles in any given week. Goleman details the types of business situations each style is best suited for, and he explains how leaders who lack one or more of these styles can expand their repertories. He maintains that with practice leaders can switch among leadership styles to produce powerful results, thus turning the art of leadership into a science. http://harvardbusinessonline.hbsp.harvard.edu/b02/en/common/item_detail.jhtml?id=R00204 Goleman, Daniel. "What Makes A Leader?" Harvard Business Review, November 1998. Abstract: When asked to define the ideal leader, many would emphasize traits such as intelligence, toughness, determination, and vision—the qualities traditionally associated with leadership. Often left off the list are softer, more personal qualities—but they are also essential. Although a certain degree of analytical and technical skill is a minimum requirement for success, studies indicate that emotional intelligence may be the key attribute that distinguishes outstanding performers from those who are merely adequate. Psychologist and author Daniel Goleman first brought the term "emotional intelligence" to a wide audience with his 1995 book of the same name, and Goleman first applied the concept to business with this 1998 classic HBR article. In his research at nearly 200 large, global companies, Goleman found that truly effective leaders are distinguished by a high degree of emotional intelligence. Without it, a person can have first-class training, an incisive mind, and an endless supply of good ideas, but he or she still won't be a great leader. The chief components of emotional intelligence—self-awareness, self-regulation, motivation, empathy, and social skill—can sound unbusinesslike, but Goleman, cochair of the Consortium for Research on Emotional Intelligence in Organizations, based at Rutgers University, found direct ties between emotional intelligence and measurable business results. http://harvardbusinessonline.hbsp.harvard.edu/b02/en/common/item_detail.jhtml?id=R0401H Kriger, Mark and Yvonne Seng. "Leadership with inner meaning: A contingency theory of leadership based on the worldviews of five religions." The Leadership Quarterly 16 (2005) 771-806. (Reproduced with permission from Mark Kriger) Abstract: The purpose of this article is to create the foundation for a contingency theory of leadership based on the inner values and worldviews of five major religious traditions: Islam, Christianity, Judaism, Hinduism and Buddhism. The article identifies similarities and differences in the implicit leadership models among these five religious traditions. It further explores the implications of this model for organizational leadership in an increasingly uncertain and evolving global economy, where not only cultures but also religions, their belief systems and their values, are in increasing contact and interaction. We develop and describe a multiple-level ontological model of being to expand upon and enlarge the currently accepted behavior-based contingency theories of leadership. The article proposes and creates an integrative model of organizational leadership based on inner meaning, leader values, vision and moral examples at multiple levels of being as an extension to prior behavior-based contingency theories of organizational development. http://www.danielgoleman.info/leadership/kriger.pdf "Leading Resonant Teams." Interview with Daniel Goleman. Leader to Leader, No. 25, 2002. Abstract: Daniel Goleman discusses how leaders can improve team performance. http://leadertoleader.org/leaderbooks/l2l/summer2002/goleman.html Robertson, Lori. "Down with Top-Down." American Journalism Review (August/September 2003). Abstract: The New York Times and Salt Lake Tribune implosions underscore the perils of the top-down management style. Is a more enlightened approach to running newsrooms on the horizon? http://www.ajr.org/Article.asp?id=3062 Sala, Fabio. "It's Lonely At the Top: Executives' Emotional Intelligence Self (Mis)perceptions." Abstract: Data shows that the higher the leadership position, the less feedback executives get on how well they lead. http://www.eiconsortium.org/research/executive_emotional_intelligence360.htm LeadershipLinks & resources
The following section is from Dan Goleman’s website, www.danielgoleman.info :WorkplaceRecommended readingGoleman, Daniel. Foreword to Promoting Emotional Intelligence in Organizationsby Cary Cherniss and Mitchel Adler. ASTD Press, 2000. Abstract: This book contains the results of the Consortium for Research on Emotional Intelligence in Organizations efforts in developing best-practice guidelines for what makes a training program in EI most effective, and to identify model programs that embody many or most of these guidelines. http://www.danielgoleman.info/workplace/ei_in_organizations.doc Boyatzis, Richard and Daniel Goleman. "Clustering Competence in Emotional Intelligence: Insights from the Emotional Competence Inventory (ECI)." Handbook of Emotional Intelligence, edited by Reuven Bar-On and James D.A. Parker. San Francisco: Jossey-Bass, 2001, pp. 343-362. Abstract: In this article we will briefly describe a model of emotional intelligence based on the competencies that enable a person to demonstrate intelligent use of their emotions in managing themselves and working with others to be effective at work. The history and development, as well as preliminary statistical results from a new test based on this model, the Emotional Competence Inventory (ECI), will be reported. The implications for a theory of performance in work settings and an integrated personality theory will be mentioned in emphasizing the importance of clusters of competencies in predicting performance and making links to all levels of the human psyche. http://www.eiconsortium.org/research/eci_clusters.htm Druskat, Vanessa, Fabio Sala, and Gerald Mount. Linking Emotional Intelligence and Performance at Work: Current Research Evidence with Individuals and Groups. Lawrence Earlbaum, 2005. Abstract: This volume, organized by the Consortium for Research on Emotional Intelligence in Organizations, makes a business case for EI, bringing together recent research on the relationship between EI skills and work performance. Goleman, Daniel. "An EI-Based Theory of Performance." The Emotionally Intelligent Workplace, edited by Cary Cherniss and Daniel Goleman. San Francisco, CA: Jossey-Bass, 2001. Abstract: Explains how Daniel Goleman's model of emotional intelligence supports a theory of performance in the workplace. Working with Emotional Intelligence set out a framework of emotional intelligence (EI) that reflects how an individual's potential for mastering the skills of Self-Awareness, Self-Management, Social Awareness, and Relationship Management translates into on-the-job success. This model is based on EI competencies that have been identified in internal research at hundreds of corporations and organizations as distinguishing outstanding performers. Focusing on EI as a theory of performance, this chapter presents a new version of that model, looks at the physiological evidence underlying EI theory, and reviews a number of studies of the drivers of workplace performance and the factors that distinguish the best individuals from the average ones. http://www.eiconsortium.org/research/ei_theory_performance.htm Pinizzotto, Anthony J., Edward F. Davis and Charles E. Miller III. "Intuitive Policing: Emotional/Rational Decision Making in Law Enforcement." FBI Law Enforcement Bulletin (February 2004). Abstract: The neural underpinnings of intuitive judgments and their place in law enforcement. WorkplaceLinks & resources
Selected bibliography Emotional Intelligence: Why It Can Matter More Than IQ – 1996. New York Times science writer Goleman argues that our emotions play a much greater role in thought, decision making and individual success than is commonly acknowledged. He defines "emotional intelligence"?a trait not measured by IQ tests?as a set of skills, including control of one's impulses, self-motivation, empathy and social competence in interpersonal relationships. Although his highly accessible survey of research into cognitive and emotional development may not convince readers that this grab bag of faculties comprise a clearly recognizable, well-defined aptitude, his report is nevertheless an intriguing and practical guide to emotional mastery. In marriage, emotional intelligence means listening well and being able to calm down. In the workplace, it manifests when bosses give subordinates constructive feedback regarding their performance. Goleman also looks at pilot programs in schools from New York City to Oakland, Calif., where kids are taught conflict resolution, impulse control and social skills. Copyright 1995 Reed Business Information, Inc. Working with Emotional Intelligence – 1998. Working With Emotional Intelligence takes the concepts from Daniel Goleman's bestseller, Emotional Intelligence, into the workplace. Business leaders and outstanding performers are not defined by their IQs or even their job skills, but by their "emotional intelligence": a set of competencies that distinguishes how people manage feelings, interact, and communicate. Analyses done by dozens of experts in 500 corporations, government agencies, and nonprofit organizations worldwide conclude that emotional intelligence is the barometer of excellence on virtually any job. This book explains what emotional intelligence is and why it counts more than IQ or expertise for excelling on the job. It details 12 personal competencies based on self-mastery (such as accurate self-assessment, self-control, initiative, and optimism) and 13 key relationship skills (such as service orientation, developing others, conflict management, and building bonds). Goleman includes many examples and anecdotes—from Fortune 500 companies to a nonprofit preschool—that show how these competencies lead to or thwart success. Primal Leadership: Realizing the Power of Emotional Intelligence – 2002. Business leaders who maintain that emotions are best kept out of the work environment do so at their organization's peril. Bestselling author Daniel Goleman's theories on emotional intelligence (EI) have radically altered common understanding of what "being smart" entails, and in Primal Leadership, he and his coauthors present the case for cultivating emotionally intelligent leaders. Since the actions of the leader apparently account for up to 70 percent of employees' perception of the climate of their organization, Goleman and his team emphasize the importance of developing what they term "resonant leadership." Focusing on the four domains of emotional intelligence—self-awareness, self-management, social awareness, and relationship management—they explore what contributes to and detracts from resonant leadership, and how the development of these four EI competencies spawns different leadership styles. Destructive Emotions: A Scientific Dialogue with the Dalai Lama – 2003. Destructive Emotions: How Can We Overcome Them? A Scientific Dialogue with the Dalai Lama forcefully puts to rest the misconception that the realms of science and spirituality are at odds. In this extraordinary book, Daniel Goleman presents dialogues between the Dalai Lama and a small group of eminent psychologists, neuroscientists, and philosophers that probe the challenging questions: Can the worlds of science and philosophy work together to recognize destructive emotions such as hatred, craving, and delusion? If so, can they transform those feelings for the ultimate improvement of humanity? As the Dalai Lama explains, "With the ever-growing impact of science on our lives, religion and spirituality have a greater role to play in reminding us of our humanity." The book's subject marks the eighth round in a series of ongoing meetings of the Mind Life Institute. The varied perspectives of science, philosophy, and Eastern and Western thought beautifully illustrate the symbiosis among the views, which are readily accessible despite their complexity. Among the book's many strengths is its organization, which allows readers to enjoy the entire five-day seminar or choose sections that are most relevant to their interests, such as "Cultivating Emotional Balance," "The Neuroscience of Emotion," "Encouraging Compassion," or "The Scientific Study of Consciousness." But the real joy is in gaining an insider's view of these extraordinary minds at work, especially that of the Dalai Lama, whose curiosity, Socratic questioning, and humor ultimately serve as the linchpin for the book's soaring intellectual discussion. The Emotionally Intelligent Workplace– 2001. How does emotional intelligence as a competency go beyond the individual to become something a group or entire organization can build and utilize collectively? Written primarily by members of the Consortium for Research on Emotional Intelligence in Organizations, founded by recognized EI experts Daniel Goleman and Cary Cherniss, this groundbreaking compendium examines the conceptual and strategic issues involved in defining, measuring and promoting emotional intelligence in organizations. The book's contributing authors share fifteen models that have been field-tested and empirically validated in existing organizations. They also detail twenty-two guidelines for promoting emotional intelligence and outline a variety of measurement strategies for assessing emotional and social competence in organizations. The Meditative Mind – 1988. The Meditative Mind is an essential Baedeker—a traveler's gide to the topography of the spirit—for every spiritual seeker. For the beginning meditator, the book provides a comprehensive, accessible overview of the different kinds of meditation, from Hindu, Buddhist, Sufi, Jewish, and Christian to Transcendental, Tantric, Kundalini, Tibetan Buddhist, Zen, and those developed by Gurdjieff and Krishnamurti, and introduces the reader to the basic elements of their practice. For the experienced meditator, Goleman explores the distinct levels of consciousness developed as a result of long-term application. Healing Emotions: Conversations with the Dalai Lama on Mindfulness, Emotions, and Health – 1997. Can the mind heal the body? The Buddhist tradition says yes—and now many Western scientists are beginning to agree. Healing Emotions is the record of an extraordinary series of encounters between the Dalai Lama and prominent Western psychologists, physicians, and meditation teachers that sheds new light on the mind-body connection. Topics include: compassion as medicine; the nature of consciousness; self-esteem; and the meeting points of mind, body, and spirit. Vital Lies, Simple Truths: The Psychology of Self Deception- 1985. Vital Lies, Simple Truths is a penetrating analysis of the ways we deceive ourselves. Daniel Goleman draws on evidence of all kinds—from brain function to social dynamics—to reveal how we skew our most intimate relationships, our day-to-day lives, and our common reality by burying painful insights and memories. This self-deception is our means of psychic self-preservation, the currency of survival in which an entire society colludes. But although self-deception is sometimes benign, it can also be dangerous and life-diminishing. This important book both illuminates and raises challenging questions about a subject that is central to our psychological existence. This ends the section from Dan Goleman’s website.
The following section is from the Emotional Intelligence Consortium website, www.eiconsortium.org . Cherniss, C., Extein, M., Goleman, D., & Weissberg, R. P. (2006). Emotional intelligence: What does the research really indicate? Educational Psychologist, 41(4), 239-245. Giardini, A. & Frese, M. (2006). Reducing the negative effects of emotion work in service occupations: Emotional competence as a psychological resource. Journal of Occupational Health Psychology, 11(1), 63-75. Lopes, P. N., Salovey, P., Côté, S., & Beers, M. (2005). Emotion regulation abilities and the quality of social interaction. Emotion, 5(1), 113-118. Ming Chia, Y. (2005). Job offers of multi-national accounting firms: the effects of emotional intelligence, extra-curricular activities, and academic performance. Accounting Education, 14(1), 75-93. Salovey, P. (1999). Emotional intelligence. In D. Levinson, J. Ponzetti, & P. Jorgensen (Eds.), Encyclopedia of Human Emotions. New York: Macmillan Publishing. The following section is from the John Mayer website on EI compiled by Steven Hein, http://eqi.org/mayer.htm .
For more bibliography on Emotional Intelligence, click for Part 1, Part 3 or Part 4. |