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Emotional Intelligence: Why It Can Matter More Than IQ Hardcover – September 26, 2006

by Daniel Goleman (Author)

4.5 12,609 ratings

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#1 BESTSELLER • The groundbreaking book that redefines what it means to be smart, with a new introduction by the author

“A thoughtfully written, persuasive account explaining emotional intelligence and why it can be crucial.”—USA Today

Everyone knows that high IQ is no guarantee of success, happiness, or virtue, but until Emotional Intelligence, we could only guess why. Daniel Goleman's brilliant report from the frontiers of psychology and neuroscience offers startling new insight into our “two minds”—the rational and the emotional—and how they together shape our destiny.

Drawing on groundbreaking brain and behavioral research, Goleman shows the factors at work when people of high IQ flounder and those of modest IQ do surprisingly well. These factors, which include self-awareness, self-discipline, and empathy, add up to a different way of being smart—and they aren’t fixed at birth. Although shaped by childhood experiences, emotional intelligence can be nurtured and strengthened throughout our adulthood—with immediate benefits to our health, our relationships, and our work.

The twenty-fifth-anniversary edition of Emotional Intelligence could not come at a better time—we spend so much of our time online, more and more jobs are becoming automated and digitized, and our children are picking up new technology faster than we ever imagined. With a new introduction from the author, the twenty-fifth-anniversary edition prepares readers, now more than ever, to reach their fullest potential and stand out from the pack with the help of EI.

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Popular Highlights in this book

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In a very real sense we have two minds, one that thinks and one that feels.
Highlighted by 7,143 Kindle readers
The fact that the thinking brain grew from the emotional reveals much about the relationship of thought to feeling; there was an emotional brain long before there was a rational one.
Highlighted by 5,146 Kindle readers
People who are optimistic see a failure as due to something that can be changed so that they can succeed next time around, while pessimists take the blame for failure, ascribing it to some lasting characteristic they are helpless to change.
Highlighted by 4,681 Kindle readers

Editorial Reviews

Review

“A thoughtfully written, persuasive account explaining emotional intelligence and why it can be crucial to your career.”—USA Today

“Good news to the employee looking for advancement [and] a wake-up call to organizations and corporations.”—The Christian Science Monitor

“Anyone interested in leadership . . . should get a copy of this book. In fact, I recommend it to all readers anywhere who want to see their organizations in the phone book in the year 2001.”—Warren Bennis, The New York Times Book Review

About the Author

Daniel Goleman, PH.D. is also the author of the worldwide bestseller Working with Emotional Intelligence and is co-author of Primal Leadership: Learning to Lead with Emotional Intelligence, written with Richard Boyatzis and Annie McKee.

Dr. Goleman received his Ph.D. from Harvard and reported on the brain and behavioral sciences for The New York Times for twelve years, where he was twice nominated for the Pulitzer Prize. He was awarded the American Psychological Association's Lifetime Achievement Award and is currently a Fellow of the American Association for the Advancement of Science His other books include Destructive Emotions, The Meditative Mind, The Creative Spirit, and Vital Lies, Simple Truths.

Excerpt. © Reprinted by permission. All rights reserved.

The New Yardstick

The rules for work are changing. We're being judged by a new yardstick: not just by how smart we are, or by our training and expertise, but also by how well we handle ourselves and each other. This yardstick is increasingly applied in choosing who will be hired and who will not, who will be let go and who retained, who passed over and who promoted.

The new rules predict who is most likely to become a star performer and who is most prone to derailing. And, no matter what field we work in currently, they measure the traits that are crucial to our marketability for future jobs.

These rules have little to do with what we were told was important in school; academic abilities are largely irrelevant to this standard. The new measure takes for granted having enough intellectual ability and technical know-how to do our jobs; it focuses instead on personal qualities, such as initiative and empathy, adaptability and persuasiveness.

This is no passing fad, nor just the management nostrum of the moment. The data that argue for taking it seriously are based on studies of tens of thousands of working people, in callings of every kind. The research distills with unprecedented precision which qualities mark a star performer. And it demonstrates which human abilities make up the greater part of the ingredients for excellence at work—most especially for leadership.

If you work in a large organization, even now you are probably being evaluated in terms of these capabilities, though you may not know it. If you are applying for a job, you are likely to be scrutinized through this lens, though, again, no one will tell you so explicitly. Whatever your job, understanding how to cultivate these capabilities can be essential for success in your career.

If you are part of a management team, you need to consider whether your organization fosters these competencies or discourages them. To the degree your organizational climate nourishes these competencies, your organization will be more effective and productive. You will maximize your group's intelligence, the synergistic interaction of every person's best talents.

If you work for a small organization or for yourself, your ability to perform at peak depends to a very great extent on your having these abilities—though almost certainly you were never taught them in school. Even so, your career will depend, to a greater or lesser extent, on how well you have mastered these capacities.

In a time with no guarantees of job security, when the very concept of a "job" is rapidly being replaced by "portable skills," these are prime qualities that make and keep us employable. Talked about loosely for decades under a variety of names, from "character" and "personality" to "soft skills" and "competence," there is at last a more precise understanding of these human talents, and a new name for them: emotional intelligence.

A Different Way of Being Smart

"I had the lowest cumulative grade point average ever in my engineering school," the codirector of a consulting firm tells me. "But when I joined the army and went to officer candidate school, I was number one in my class—it was all about how you handle yourself, get along with people, work in teams, leadership. And that's what I find to be true in the world of work."

In other words, what matters is a different way of being smart. In my book Emotional Intelligence, my focus was primarily on education, though a short chapter dealt with implications for work and organizational life.

What caught me by utter surprise—and delighted me—was the flood of interest from the business community. Responding to a tidal wave of letters and faxes, e-mails and phone calls, requests to speak and consult, I found myself on a global odyssey, talking to thousands of people, from CEOs to secretaries, about what it means to bring emotional intelligence to work.

* * *

This search has taken me back to research I participated in while a graduate student, and then faculty member, at Harvard University. That research was part of an early challenge to the IQ mystique—the false but widely embraced notion that what matters for success is intellect alone. This work helped spawn what has now become a mini-industry that analyzes the actual competencies that make people successful in jobs and organizations of every kind, and the findings are astonishing: IQ takes second position to emotional intelligence in determining outstanding job performance.

Analyses done by dozens of different experts in close to five hundred corporations, government agencies, and nonprofit organizations worldwide have arrived independently at remarkably similar conclusions, and their findings are particularly compelling because they avoid the biases or limits inherent in the work of a single individual or group. Their conclusions all point to the paramount place of emotional intelligence in excellence on the job--in virtually any job.

Some Misconceptions

As I've toured the world talking and consulting with people in business, I've encountered certain widespread misunderstandings about emotional intelligence. Let me clear up some of the most common at the outset. First, emotional intelligence does not mean merely "being nice." At strategic moments it may demand not "being nice," but rather, for example, bluntly confronting someone with an uncomfortable but consequential truth they've been avoiding.

Second, emotional intelligence does not mean giving free rein to feelings—"letting it all hang out." Rather, it means managing feelings so that they are expressed appropriately and effectively, enabling people to work together smoothly toward their common goals.

Also, women are not "smarter" than men when it comes to emotional intelligence, nor are men superior to women. Each of us has a personal profile of strengths and weaknesses in these capacities. Some of us may be highly empathic but lack some abilities to handle our own distress; others may be quite aware of the subtlest shift in our own moods, yet be inept socially.

It is true that men and women as groups tend to have a shared, gender-specific profile of strong and weak points. An analysis of emotional intelligence in thousands of men and women found that women, on average, are more aware of their emotions, show more empathy, and are more adept interpersonally. Men, on the other hand, are more self-confident and optimistic, adapt more easily, and handle stress better.

In general, however, there are far more similarities than differences. Some men are as empathic as the most interpersonally sensitive women, while some women are every bit as able to withstand stress as the most emotionally resilient men. Indeed, on average, looking at the overall ratings for men and women, the strengths and weaknesses average out, so that in terms of total emotional intelligence, there are no sex differences.

Finally, our level of emotional intelligence is not fixed genetically, nor does it develop only in early childhood. Unlike IQ, which changes little after our teen years, emotional intelligence seems to be largely learned, and it continues to develop as we go through life and learn from our experiences—our competence in it can keep growing. In fact, studies that have tracked people's level of emotional intelligence through the years show that people get better and better in these capabilities as they grow more adept at handling their own emotions and impulses, at motivating themselves, and at honing their empathy and social adroitness. There is an old-fashioned word for this growth in emotional intelligence: maturity.

Why This Matters Now

At a California biotech start-up, the CEO proudly enumerated the features that made his organization state-of-the-art: No one, including him, had a fixed office; instead, everyone carried a small laptop—their mobile office—and was wired to everyone else. Job titles were irrelevant; employees worked in cross-functional teams and the place bubbled with creative energy. People routinely put in seventy- and eighty-hour work weeks.

"So what's the downside?" I asked him.

"There is no downside," he assured me.

And that was the fallacy. Once I was free to talk with staff members, I heard the truth: The hectic pace had people feeling burned out and robbed of their private lives. And though everyone could talk via computer to everyone else, people felt that no one was truly listening to them.

People desperately felt the need for connection, for empathy, for open communication.

In the new, stripped-down, every-job-counts business climate, these human realities will matter more than ever. Massive change is a constant; technical innovations, global competition, and the pressures of institutional investors are ever-escalating forces for flux.

Another reality makes emotional intelligence ever more crucial: As organizations shrink through waves of downsizing, those people who remain are more accountable—and more visible. Where earlier a midlevel employee might easily hide a hot temper or shyness, now competencies such as managing one's emotions, handling encounters well, teamwork, and leadership, show—and count--more than ever.

The globalization of the workforce puts a particular premium on emotional intelligence in wealthier countries. Higher wages in these countries, if they are to be maintained, will depend on a new kind of productivity. And structural fixes or technological advances alone are not enough: As at the California biotech firm, streamlining or other innovations often create new problems that cry out for even greater emotional intelligence.

As business changes, so do the traits needed to excel. Data tracking the talents of star performers over several decades reveal that two abilities that mattered relatively little for success in the 1970s have become crucially important in the 1990s: team building and adapting to change. And entirely new capabilities have begun to appear as traits of star performers, notably change catalyst and leveraging diversity. New challenges demand new talents.

A Coming Crisis: Rising IQ, Dropping EQ

Since 1918, when World War I brought the first mass use of IQ tests on American army recruits, the average IQ score in the United States has risen 24 points, and there has been a similar rise in developed countries around the world. The reasons include better nutrition, more children completing more schooling, computer games and puzzles that help children master spatial skills, and smaller family size (which generally correlates with higher IQ scores in children).

There is a dangerous paradox at work, however: As children grow ever smarter in IQ, their emotional intelligence is on the decline. Perhaps the most disturbing single piece of data comes from a massive survey of parents and teachers that shows the present generation of children to be more emotionally troubled than the last. On average, children are growing more lonely and depressed, more angry and unruly, more nervous and prone to worry, more impulsive and aggressive.

Two random samples of American children, age seven to sixteen, were evaluated by their parents and teachers—adults who knew them well. The first group was assessed in the mid-1970s, and a comparable group was surveyed in the late 1980s. Over that decade and a half there was a steady worsening of children's emotional intelligence. Although poorer children started out at a lower level on average, the rate of decline was the same across all economic groups—as steep in the wealthiest suburbs as in the poorest inner-city slum.

Dr. Thomas Achenbach, the University of Vermont psychologist who did these studies—and who has collaborated with colleagues on similar assessments in other nations—tells me that the decline in children's basic emotional competencies seems to be worldwide. The most telling signs of this are seen in rising rates among young people of problems such as despair, alienation, drug abuse, crime and violence, depression or eating disorders, unwanted pregnancies, bullying, and dropping out of school.

What this portends for the workplace is quite troubling: growing deficiencies among workers in emotional intelligence, particularly among those newest to the job. Most of the children that Achenbach studied in the late 1980s will be in their twenties by the year 2000. The generation that is falling behind in emotional intelligence is entering the workforce today.

Product details

Publisher ‏ : ‎ Bantam; Revised edition (September 26, 2006)
Language ‏ : ‎ English
Hardcover ‏ : ‎ 352 pages
ISBN-10 ‏ : ‎ 055380491X
ISBN-13 ‏ : ‎ 978-0553804911
Item Weight ‏ : ‎ 2.31 pounds
Dimensions ‏ : ‎ 6.41 x 1.12 x 9.51 inches

Best Sellers Rank: #15,773 in Books (See Top 100 in Books)
- #44 in Emotional Mental Health
- #87 in Emotional Self Help
- #450 in Success Self-Help

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Daniel Goleman

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DANIEL GOLEMAN is the author of the international bestsellers Emotional Intelligence, Working with Emotional Intelligence, and Social Intelligence, and the co-author of the acclaimed business bestseller Primal Leadership. His latest books are What Makes a Leader: Why Emotional Intelligence Matters and The Triple Focus: A New Approach to Education. He was a science reporter for the New York Times, was twice nominated for the Pulitzer Prize, and received the American Psychological Association's Lifetime Achievement Award for his media writing. He lives in Massachusetts.

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Jeffrey How

Fantastic book for learning about emotional intelligence!

Reviewed in the United States on May 18, 2020

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In “Emotional Intelligence”, Daniel Coleman justifies the importance of emotional intelligence (or E.I.) in all areas of life. To help us understand what is happening when emotions occur, the book begins with an explanation of emotions and neural circuitry. As Coleman goes further into the topic, we learn why emotional literacy is extremely valuable in our love, family and work lives. Most importantly, this book offers helpful approaches on how to improve one’s emotional aptitude and fix negative emotions.

I would recommend this book to anyone interested in psychology, well-being, or personal development. Likewise, I believe that this book would be extremely useful for emotional personalities who are affected by chronic anger, anxiety, or depression, and who are looking to improve themselves by better-understanding their emotions and learning how to handle them.

My brief takeaways from the book:

What Is E.I.?
Coleman discusses emotional intelligence as one’s ability to identify, understand, and handle emotions in oneself and in others. There are two aspects to E.I.: internal and external. Internally, competencies include self-awareness, self-management, impulse control, mood regulation and more. Externally, E.I. relates to empathy, social awareness and the capacity to manage emotions in others.

The Brain
Coleman explains how emotions are highly dependent upon one’s neural circuitry; in particular, the balance between her “feeling” amygdala and “thinking” prefrontal cortex. The amygdala is the part of the brain that triggers emotional impulses and fight-or-flight responses. The prefrontal cortex is the emotional damper that inhibits impulses while simultaneously facilitating attention and working memory.

An amygdala overwhelmed by emotion and unable to be regulated by one’s prefrontal cortex can trigger what Coleman calls “neural hijackings”. Neural hijackings contribute highly to emotional deficiencies such as anxiety, anger and depression. A portion of one’s neural circuitry is genetic, but Coleman argues that temperament is not destiny. The brain is continuously shaped throughout a lifetime due to its neuroplasticity.

The Emotions
Emotions are physiological responses of the brain. Good moods and emotions help us stay motivated, optimistic, resilient, and resourceful. They contribute towards an ideal state or flow and facilitate our ability to think flexibly and associatively.

“Laughing, like elation, seems to help people think more broadly and associate more freely, noticing relationships that might have eluded them otherwise…”

On the other hand, negative emotions such as anger, anxiety and depression can drastically impede our working memory, intellect and performance. “Emotional Intelligence” focuses on the most common negative emotions: anger, anxiety, and depression. Each of these emotions is a different type of emotional hijacking on the brain. Coleman discusses, in detail, the treatment for such concerns. In short, solutions include methods such as self-awareness, cognitive reframing, and distraction techniques to fight toxic trains of thought before they ruminate further.

“Anyone can become angry – that is easy. But to be angry with the right person, to the right degree, at the right time, for the right purpose in the right way – that is not easy.”

In The Real World
A significant portion of “Emotional Intelligence” discusses the effects of emotionally illiteracy on the most important areas of our lives: relationships, family, work, school, and health. These chapters include numerous studies and examples on how emotional competencies affect one’s ability to be an effective manager, teammate, spouse and parent.

Most importantly, emotional states play a significant role in one’s physical and mental health. Coleman discusses the correlation of negative emotional states, such as stress and depression, with one’s susceptibility to (and ability to recover from) disease. For example, social isolation can affect mortality rates as much as smoking, high blood pressure, high cholesterol and obesity!

E.I > I.Q.
“Those who are at the mercy of impulse – who lack self-control – lack a moral deficiency: The ability to control impulse is the base of will and character.”

Without discounting the fact that I.Q. is indeed important, especially for lower-rung technical jobs, Coleman debates that E.I. contributes significantly more to one’s overall success and quality of life, especially in “soft” domains such as health, love and relationships. In a family, it’s E.I., not I.Q., that influences how long a marriage lasts or how a child handles adversity. At the workplace, everyone at the top of the ladder is already filtered by technical expertise. So it is E.I. that helps the best and most effective leaders stand out. From a societal standpoint, an emotionally intelligent community will breed a moral culture where decisions are influenced by empathy and moral instincts as opposed to uncontrollable impulses.

“Academic intelligence offers virtually no preparation for the turmoil – or opportunity – life’s vicissitudes bring. Yet even though a high IQ is no guarantee of prosperity, prestige or happiness in life, our schools and our culture fixate on academic abilities. Ignoring emotional intelligence, a set of traits – some might call it character – that also matters immensely for our personal destiny”

If you've found this summary interesting. You should definitely go deeper into this lovely, informational book!

131 people found this helpful

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Alexander V Marriott

Fascinating, interesting, and important (still falls a little bit short)

Reviewed in the United States on January 4, 2024

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I don't usually find myself buying or reading books labeled "Self-Help." Not that I don't like myself, or consider myself unworthy of help--or beyond the realm of needing help--but I find the books labeled and marketed this way to be largely vapid and boring.

This was not the case with Daniel Goleman's Emotional Intelligence. This is a thoughtful, sober, and careful analysis of specific issues related to character formation and the steady slide of young people in society into a situation of being incapable of articulating, let alone controlling, their passions--as they would have been called in the 18th century--and directing their attentions and efforts in pursuits likely to lead to productive, healthy, and contented lives. What could be more urgent and important?

The book details interesting scientific discoveries, data from studies and experiments, and intelligent and non-pedantic descriptions of complex phenomenon with ease. While offering ideas for solutions, Goleman is never so obnoxious as to pretend that providing training in emotional intelligence to young people will solve all of society's ills. In an age of mass shootings, youth nihilism and despair, and generations lacking the ability to toss their phones aside and pay attention to something for more than two minutes, focusing on a way to drive home the usefulness and almost unlimited upside of character formation (which Goleman concedes is actually what he's talking about at the end) seems a tremendous imperative. While the book begins with philosophy--where the answers ultimately lay--Goleman hopes to avoid that field by keeping the majority of the book in the hard(ish) sciences.

However, if he wishes to succeed in reforming education along the conservative/classical (though thoroughly secular and traditionally liberal) lines he proposes here, he will need to get a bit more explicitly philosophical. There, I fear he will collapse into a heap of utilitarianism and collectivism and squander the good that this book hints towards and wishes to promise.

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Cliente Kindle

Leitura indispensável para a vida

Reviewed in Brazil on February 3, 2024

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É um livro fundamental para a vida de todos nós. Não é um best-seller de autoajuda, mas uma reflexão profunda, assertiva e baseada em pesquisas com rigor científico conduzidas por décadas. É uma leitura transformadora à medida que abre nossos olhos para verdades pouco difundidas ou completamente negligenciadas sobre inteligência emocional, cuja ausência propicia a maior parte dos problemas de relacionamento, de segurança e de saúde nas nossas sociedades contemporâneas.

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golly.ms.holly

A new favourite book

Reviewed in Canada on September 30, 2021

Verified Purchase

I went into this book expecting more of a self-help instructional vibe but that was not the case. Not completely, that is.

This is a textbook, of sorts, full of research. I found it fascinating and, while dry and took me a while to get through, it has become one of my favourite books.

While not really being a self-help book, one can extrapolate ideas and apply them to their own life without the forced “you can do it” positivity.

My copy is filled with highlighter now because there’s so much worth coming back to.

Highly recommended!

6 people found this helpful

Amazon Customer

great book

Reviewed in the United Kingdom on October 27, 2023

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Covers the scientific workings of the brain with clarity and precision, clearly distinguishing the functions of the rational and emotional brain. Does this better than any book I have read. Provides great insight into the development of the emotional brain and how to find balance between the two hemispheres. Must read.

2 people found this helpful

Vivian_xlz

Letters are too small to read

Reviewed in Belgium on October 14, 2023

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The font of the letters are too small to read...unfortunately

Wana

Such a nice book

Reviewed in Spain on October 1, 2023

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Loved that book. It felt great to finally read something so well written about emotional intelligence.

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