Page 112 - (DK) The Business Book
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EMOTIONAL
INTELLIGENCE IS
THE INTERSECTION
OF HEART AND HEAD
DEVELOP EMOTIONAL INTELLIGENCE
motional intelligence your emotions; motivating yourself;
IN CONTEXT (commonly abbreviated recognizing and understanding
E as “EQ”, for emotional other people’s emotions; and
FOCUS
quotient) is the ability to perceive, managing relationships.
Emotional intelligence
control, and evaluate emotions, Goleman pinpoints high EQ as
KEY DATES both in oneself and in others. The a common trait among effective
c.400 BCE The philosopher concept emerged from research business leaders. Without emotional
Plato says that all learning into social intelligence in the 1930s, intelligence, he argues, a leader can
has an emotional base. and from work in the 1970s on have limitless energy and ideas, a
different forms of intelligence. In perceptive and logical mind, and
1930s US psychologist
the 1990s, US psychologist Daniel impressive qualifications, but still be
Edward Thorndike describes Goleman published the highly ineffective and uninspiring.
the concept of “social influential Emotional Intelligence: Goleman cites Bob Mulholland,
intelligence”—the ability to Why it Can Matter More Than IQ. head of client relations at Merrill
get along with other people. In the book he identified the five Lynch during the 9/11 attacks, as a
“domains” of emotional intelligence: leader with high EQ. After his staff
1983 US psychologist Howard
knowing your emotions; managing saw a plane hit the twin building
Gardner suggests that people
opposite their own, they began to
have multiple intelligences,
panic—some ran from window to
including interpersonal,
window, and others were paralyzed
musical, spatial-visual,
with fear. His first response was to
and linguistic.
“unfreeze” their panic by addressing
1990 US psychologists Peter each of their concerns individually.
Salovey and John Mayer The most effective He then calmly told them that they
publish the first formal theory leaders are alike in one were all going to leave the building,
of emotional intelligence. crucial way: they all via the stairs, and that they all had
have a high degree of time to get out. He remained calm
1995 Daniel Goleman emotional intelligence. and decisive, but did not minimize
publishes Emotional Daniel Goleman people’s emotional responses. All
Intelligence: Why It Can his staff escaped without injury.
Matter More Than IQ, which This was a rare and unusual context,
becomes a global best seller. but Mulholland’s approach shows
the value of EQ in managing staff
in any form of volatile situation.
