- Business Case for Emotional Intelligence
- Do Emotional Intelligence Programs Work?
- Emotional Competence Framework
- Emotional Intelligence: What it is and Why it Matters
- Executives' Emotional Intelligence (mis) Perceptions
- Guidelines for Best Practice
- Guidelines for Securing Organizational Support For EI
- Johnson & Johnson Leadership Study
- Ontario Principals’ Council Leadership Study
- Technical Report on Developing Emotional Intelligence
- Emotional Intelligence Quotient (EQ-i)
- Emotional & Social Competence Inventory 360 (ESCI)
- Emotional & Social Competence Inventory-University (ESCI-U)
- Genos Emotional Intelligence Inventory (Genos EI)
- Group Emotional Competence Inventory (GEC)
- Mayer Salovey Caruso Emotional Intelligence Test (MSCEIT)
- Profile of Emotional Competence (PEC)
- Schutte Self-Report Inventory (SSRI)
- Trait Emotional Intelligence Questionnaire (TEIQue)
- Wong's Emotional Intelligence Scale
- Work Group Emotional Intelligence Profile (WEIP)
- Model Programs
- Achievement Motivation Training
- Care Giver Support Program
- Competency-Based Selection
- Emotional Competence Training - Financial Advisors
- Executive Coaching
- Human Relations Training
- Interaction Management
- Interpersonal Conflict Management - Law Enforcement
- Interpersonal Effectiveness Training - Medical Students
- JOBS Program
- Self-Management Training to Increase Job Attendance
- Stress Management Training
- Weatherhead MBA Program
- Williams' Lifeskills Program
- Article Reprints
Daniel Goleman, Ph.D.
Daniel Goleman lectures frequently to business audiences, professional groups and on college campuses. A psychologist who for many years reported on the brain and behavioral sciences for The New York Times, Dr. Goleman previously was a visiting faculty member at Harvard.
His 1995 book Emotional Intelligence argued that human competencies like self-awareness, self-regulation, and empathy add value to cognitive abilities in many domains of life, from workplace effectiveness and leadership to health and relationships; children are better prepared for life when they are taught these emotional and social skills. Emotional Intelligence was on The New York Times bestseller list for a year-and-a-half, with more than 5,000,000 copies in print worldwide. It has been a best seller throughout Europe, Asia and Latin America, and was translated into nearly 30 languages.His 1998 book, Working With Emotional Intelligence (Bantam Books), argues that workplace competencies based on emotional intelligence play a strong role in star performance, in addition to intellect or technical skill, and that both individuals and companies will benefit from cultivating these capabilities. His more recent 2002 book, Primal Leadership - Realizing the Power of Emotional Intelligence (Harvard Business School Press), was co-authored with Richard Boyatzis and Annie McKee; it explores the crucial role of emotional intelligence in leadership. His 2006 book Social Intelligence: The New Science of Human Relationships (Bantam Books), explored the emerging field of social neuroscience and its implications for better understanding interpersonal dynamics and abilities. From the perspective of emotional intelligence, the book investigates the neural basis for interpersonal capacities like empathy and social skill. Dr. Goleman continued to explore these themes in an audio conversation series, Wired To Connect (www.MoreThanSound.net). When he wrote his 1995 book Emotional Intelligence (Bantam Books), there was little neuroscientific understanding of the interpersonal realm; in this sense Social Intelligence fills in a piece missing from the earlier book. His 2009 book, Ecological Intelligence: The Hidden Impacts of What We Buy combines the lenses of a new science, industrial ecology, with psychology to delve into the human role in the degradation of the global systems that support life, and how we could become more effective in remedying them.
Dr. Goleman was a co-founder of the Collaborative for Academic, Social and Emotional Learning at the Yale University Child Studies Center (now at the University of Illinois at Chicago), with the mission to help schools introduce emotional literacy courses. One mark of the Collaborative—and book’s—impact is that thousands of schools around the world have begun to implement such programs. A meta-analysis of more than 200 of these programs (published by Roger Weissberg and Joe Durlak in Child Development, January, 2011) shows they significantly increase proscocial behavior, decrease antisocial behavior, and boost academic achievement. Dr. Goleman is co-chairman of The Consortium for Research on Emotional Intelligence in Organizations, based in the Graduate School of Applied and Professional Psychology at Rutgers University, which seeks to catalyze research on best practices for developing emotional competence, and the impact of emotional intelligence in leadership and organizations. In 2003 he published Destructive Emotions (Bantam Books), an account of a scientific dialogue between the Dalai Lama and a group of psychologists, neuroscientists, and philosophers. He is a member of the board of directors of the Mind & Life Institute, which sponsors an ongoing series of such dialogues, and fosters relevant research.
Dr. Goleman has received many journalistic awards for his writing, including two nominations for the Pulitzer Prize for his articles in the Times, and a Career Achievement award for journalism from the American Psychological Association. In recognition of his efforts to communicate the behavioral sciences to the public, he was elected a Fellow of the American Association for the Advancement of Science.
Born in Stockton, California, Dr. Goleman attended Amherst College, where he was an Alfred P. Sloan Scholar and graduated magna cum laude. His graduate education was at Harvard, where he was a Ford Foundation Fellow, and he received his M.A. and Ph.D. in clinical psychology and personality development. Dr. Goleman now lives in the Berkshires of Massachusetts with his wife Tara Bennett-Goleman, a psychotherapist. He has two grown sons and several grandchildren.
Goleman, D., & Boyatzis, R. (2008). Social Intelligence and the Biology of Leadership.. Harvard Business Review, 86(9), 74-81.
Cherniss, G., Extein, M., Goleman, D., & Weissberg, R. P. (2006). Emotional Intelligence: What does the Research Really Indicate? [Comment/Reply]. Educational Psychologist, 41(4), 239-245.
Goleman, D. (2004). What Makes a Leader? [Article]. Harvard Business Review, 82(1), 82-91.
Boyatzis, R., McKee, A., & Goleman, D. (2002). Reawakening Your Passion for Work. [Article]. Harvard Business Review, 80(4), 86-94.
Goleman, D., Boyatzis, R., & McKee, A. (2001). Primal Leadership: The Hidden Driver of Great Performance. Harvard Business Review, 79(11), 42-51.
Goleman, D. (2000). LeadershipThat Gets Results. Harvard Business Review, 78(2), 78-90.
Goleman, D. (2000 Mar-Apr). Leadership That Gets Results. Harvard Business Review.
Goleman, D. (1998 Nov-Dec). What Makes a Leader? Harvard Business Review.
Cherniss, C., Goleman, D., Emmerling, R. J., Cowan, K., & Adler, M (1998). Bringing Emotional Intelligence to the Workplace. New Brunswick. NJ :Consortium for Research on Emotional Intelligence in Organizations, Rutgers University.