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The Emotionally Intelligent Leader
Become a Better Leader by Improving Your Emotional Intelligence Bestselling author DANIEL GOLEMAN first brought the concept of emotional intelligence (EI) to the forefront of business through his articles in Harvard Business Review , establishing EI as an indispensable trait for leaders. The Emotionally Intelligent Leader brings together three of Goleman's bestselling HBR articles. In "What Makes a Leader?" Goleman explores research that found that truly effective leaders are distinguished by high levels of self-awareness and sharp social skills. In "The Focused Leader," Goleman explains neuroscience research that proves that "being focused" is more than filtering out distractions while concentrating on one thing. In "Leadership That Gets Results," Goleman draws on research to outline six distinct leadership styles, each one springing from different components of emotional intelligence. Together, these three articles guide leaders to recognize the direct ties between EI and measurable business results.
128 pages, Hardcover
Published August 6, 2019
51 people are currently reading
780 people want to read
About the author
Daniel Goleman
387 books5,517 followersAuthor of Emotional Intelligence and psychologist Daniel Goleman has transformed the way the world educates children, relates to family and friends, and conducts business. The Wall Street Journal ranked him one of the 10 most influential business thinkers.
Goleman’s Emotional Intelligence was on The New York Times best sellers list for a year-and-a-half. Named one of the 25 "Most Influential Business Management Books" by TIME, it has been translated into 40 languages. The Harvard Business Review called emotional intelligence (EI) “a revolutionary, paradigm-shattering idea.”
Goleman’s new book, Focus: The Hidden Driver of Excellence, argues that attention — a fundamental mental ability for success — has come under siege. Leadership that gets results demands a triple focus: on our inner world so we can manage ourselves; on others, for our relationships; and on the outer forces that shape our organizations and society itself.
His more recent books include The Brain and Emotional Intelligence, and Leadership: The Power of Emotional Intelligence - Selected Writings.
Goleman’s Emotional Intelligence was on The New York Times best sellers list for a year-and-a-half. Named one of the 25 "Most Influential Business Management Books" by TIME, it has been translated into 40 languages. The Harvard Business Review called emotional intelligence (EI) “a revolutionary, paradigm-shattering idea.”
Goleman’s new book, Focus: The Hidden Driver of Excellence, argues that attention — a fundamental mental ability for success — has come under siege. Leadership that gets results demands a triple focus: on our inner world so we can manage ourselves; on others, for our relationships; and on the outer forces that shape our organizations and society itself.
His more recent books include The Brain and Emotional Intelligence, and Leadership: The Power of Emotional Intelligence - Selected Writings.
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Displaying 1 - 30 of 65 reviews
March 12, 2023
Key takeaways: Leadership is not an exact science, but the most successful leaders know when it use the right leadership style at the right time. No leadership style should be used exclusively. The most successful leaders exhibit high levels of emotional intelligence - self awareness, self management, social awareness, and social skills. Skills of emotional intelligence can be learned at any age, unlike IQ which is mostly fixed.
A short book with key reminders on what it takes to be a leader. 4 stars
A short book with key reminders on what it takes to be a leader. 4 stars
September 25, 2019
A small book with well seasoned advice on leadership.
First, the book defines what leadership is, followed by what marks the hallmarks of leadership. Although, leadership by definition comes with a certain level of emotional intelligence (EI) the book seems to prioritize EI over other factors.
The first half of the book was very informative for a new reader exposed to making of EI decisions in leadership, the second half deals with various styles and pitfalls. Also the second part seems to be more oriented towards a management-style writing compared to the first part for general readers.
Overall the book is quick read and lucid language. Pretty much delivers what it aims at. I found it little less of extraordinary revelations.
First, the book defines what leadership is, followed by what marks the hallmarks of leadership. Although, leadership by definition comes with a certain level of emotional intelligence (EI) the book seems to prioritize EI over other factors.
The first half of the book was very informative for a new reader exposed to making of EI decisions in leadership, the second half deals with various styles and pitfalls. Also the second part seems to be more oriented towards a management-style writing compared to the first part for general readers.
Overall the book is quick read and lucid language. Pretty much delivers what it aims at. I found it little less of extraordinary revelations.
July 22, 2025
This book was assigned as part of a mentor program at my workplace. It was an efficient way to present emotional intelligence and the role that plays in leadership. It includes an overview of the components of emotional intelligence (Self Awareness, Self Regulation, Motivation, Empathy, and Social Skill) as well as 6 styles of leadership (Coercive, Authoritative, Affiliate, Democratic, Pace Setting, and Coaching) as identified by the author. I find it fits well into the group of reminders that I need to work on professional and personal growth, and has helped me further identify strengths and weaknesses for me to work on.
September 20, 2021
Great read for leaders and those coaching leaders.
Daniel Goleman introduced Emotional Intelligence (EI) into the language of leadership through his extensive research and writing. This small book includes 3 articles by Goleman that can be found in other places. I have read each of them before in some volumes of HBR's 10 Must Reads series.
In "What Makes a Leader?" Goleman explains the basic framework for EI and its importance to a leader's effectiveness. The 5 areas that impact EI are self-awareness, self-regulation, motivation, empathy, and social skills. Leaders stronger in these areas generally lead more effectively.
In "The Focused Leader", looks at neuroscience research that proves that "being focused" is more than filtering out distractions while concentrating on one thing. It involves focusing on others around us and even our own responses to a situation.
"Leadership That Gets Results" outlines six distinct leadership styles and when they are most--and least effective.
Since coming across Goleman's work on EI, this framework has shaped how I think about leadership and how I coach other leaders.
Daniel Goleman introduced Emotional Intelligence (EI) into the language of leadership through his extensive research and writing. This small book includes 3 articles by Goleman that can be found in other places. I have read each of them before in some volumes of HBR's 10 Must Reads series.
In "What Makes a Leader?" Goleman explains the basic framework for EI and its importance to a leader's effectiveness. The 5 areas that impact EI are self-awareness, self-regulation, motivation, empathy, and social skills. Leaders stronger in these areas generally lead more effectively.
In "The Focused Leader", looks at neuroscience research that proves that "being focused" is more than filtering out distractions while concentrating on one thing. It involves focusing on others around us and even our own responses to a situation.
"Leadership That Gets Results" outlines six distinct leadership styles and when they are most--and least effective.
Since coming across Goleman's work on EI, this framework has shaped how I think about leadership and how I coach other leaders.
April 28, 2024
IQ is important but at the same time EQ has it’s own place. Imagine if you are highly intelligent but couldn’t work with anyone or understand the surroundings then it will hinder your development.
Empathy can also be learnt all you need is practice and restrain from falling back to old habits.
Leader should have self-awareness, motivation, empathy and focus
There are different kinds of leadership styles and climates but some may have positive and negative impact on how you use it.
Coercive - Only use it in emergency or crisis
Authoritative - Can have a positive impact by setting a right vision and direction. Only use when clear direction is needed
Affiliative - Build harmony by building trust with empathy and affirmative communication.
Democratic - Achieve consensus and get positive feedback from valuable team members.
Pacesetting - mostly have a negative impact because it relies on setting too high standards and trying to doing everything by yourself. This deprives the team from the growth potential and opportunities.
Coaching - Can have a very good impact on the team morale. By providing positive feedback and coaching the team towards progress it brings in a sense of upward movement and learning together as a team.
Empathy can also be learnt all you need is practice and restrain from falling back to old habits.
Leader should have self-awareness, motivation, empathy and focus
There are different kinds of leadership styles and climates but some may have positive and negative impact on how you use it.
Coercive - Only use it in emergency or crisis
Authoritative - Can have a positive impact by setting a right vision and direction. Only use when clear direction is needed
Affiliative - Build harmony by building trust with empathy and affirmative communication.
Democratic - Achieve consensus and get positive feedback from valuable team members.
Pacesetting - mostly have a negative impact because it relies on setting too high standards and trying to doing everything by yourself. This deprives the team from the growth potential and opportunities.
Coaching - Can have a very good impact on the team morale. By providing positive feedback and coaching the team towards progress it brings in a sense of upward movement and learning together as a team.
This entire review has been hidden because of spoilers.
August 13, 2025
3.5 (y’all finally got me with the half stars)
A good read for my book club at work - lots to ponder as I strive to improve my own emotional intelligence both in an effort to lead in the workplace, and outside of the workplace.
A good read for my book club at work - lots to ponder as I strive to improve my own emotional intelligence both in an effort to lead in the workplace, and outside of the workplace.
November 8, 2022
had to read for school ~ignore this~
August 2, 2025
intéressant mais un peu trop long et répétitif
June 8, 2020
Clear and succinct information that's applicable anywhere.
April 12, 2022
I read Daniel Goleman's original book Emotional Intelligence: Why It Can Matter More Than IQ back in the 1990s. At the time, it represented new and innovative thinking, particularly in relation to the world of business, where traditionally, anything with the word 'emotional' attached to it was treated with suspicion (sadly, there are still many contexts where the idea of emotional intelligence would be treated with scorn or suspicion). I was fascinated by some of the studies described in the book, including the long-term study on young children's abliity to delay gratification being a predictor of future success.
This book of essays is one of several follow-up books on what is now called EI. We can probably assume a concept has filtered into the culture when it has its own known abbreviation. For those who haven't read the original, seminal book, this provides a useful summary, with some updated evidence-based studies to back up the points Goleman makes about the importance of EI for effective leadership and/or team management.
You don't need to have encountered clueless leaders with no listening skills or problematic control-freaky micro-managers to enjoy this book, but it certainly helps. You may also find yourself identifying your own leanings, as well as strengths and weaknesses, in the six leadership styles described. The book identifies the traits of each style, and explains that the most effective leaders tend to be people who can seamlessly transition between different styles, depending on context.
For example, the coercive style is usually inappropriate and has a detrimental effect on internal company climate, which ultimately affects the bottom line. Anybody who has ever been subjected to command-and-control behaviour (outside certain instituations where it's the norm, such as the army), despite extensive experience in their area of work, and despite being highly motivated, then starts updating their CV, understands why this style can have a deeply jarring effect. However, in certain fairly rare emergency situations, such as natural disasters, imminent business collapse, or other times of major uncertainty, including compliance with safety guidance during pandemics, it temporarily becomes the only viable leadership style.
Various other examples are provided of situations in which certain styles have been employed to positive or negative effect. Interestingly, the least effective style from Goleman's perspective is not the coercive one, but rather what he calls the 'pace-setting' style. He describes this style as one in which everything is 'routinized and task-based' to the exact specifications of one leader, resulting in boredom, due to lack of freedom to innovate.
Pace-setting types offer little or no feedback. People are expected to second-guess them, and those around them feel like they are walking on eggshells for their working lives. Pace-setters aren't great for employee retention. Individuals who lead with this style tend to struggle when they are required to articulate a high-level vision or delegate to others. Many people have seen or experienced such a style used in a blanket way, and it is often based solely on the fact that the person has shown some technical skill, as opposed to leadership ability. It's a common phenomenon, and not really flagged as a problem in many organizations.
While technical skill is necessary for leadership, Goleman regards it as a fairly baseline requirement. In fact, some of the best leaders I've personally encountered are not afraid openly admit that some of their team members are more technically adept than themselves in certain specialized areas. Effective leaders don't seek to surround themselves with 'yes' people, and see dissent as potentially creative. As such, I struggle to regard the 'pace-setting' style as a leadership style at all. I wonder if it should be put into another category, as to me, in itself it contradicts the very definition of leadership.
Overall, however, this is a really excellent overview for anybody who has heard of the term 'emotional intelligence' and wondered what it is all about, and whether it is backed up by proper studies. There is plenty of evidence to prove that Goleman is onto something in his writings on this subject, and this book acts as a great introduction.
This book of essays is one of several follow-up books on what is now called EI. We can probably assume a concept has filtered into the culture when it has its own known abbreviation. For those who haven't read the original, seminal book, this provides a useful summary, with some updated evidence-based studies to back up the points Goleman makes about the importance of EI for effective leadership and/or team management.
You don't need to have encountered clueless leaders with no listening skills or problematic control-freaky micro-managers to enjoy this book, but it certainly helps. You may also find yourself identifying your own leanings, as well as strengths and weaknesses, in the six leadership styles described. The book identifies the traits of each style, and explains that the most effective leaders tend to be people who can seamlessly transition between different styles, depending on context.
For example, the coercive style is usually inappropriate and has a detrimental effect on internal company climate, which ultimately affects the bottom line. Anybody who has ever been subjected to command-and-control behaviour (outside certain instituations where it's the norm, such as the army), despite extensive experience in their area of work, and despite being highly motivated, then starts updating their CV, understands why this style can have a deeply jarring effect. However, in certain fairly rare emergency situations, such as natural disasters, imminent business collapse, or other times of major uncertainty, including compliance with safety guidance during pandemics, it temporarily becomes the only viable leadership style.
Various other examples are provided of situations in which certain styles have been employed to positive or negative effect. Interestingly, the least effective style from Goleman's perspective is not the coercive one, but rather what he calls the 'pace-setting' style. He describes this style as one in which everything is 'routinized and task-based' to the exact specifications of one leader, resulting in boredom, due to lack of freedom to innovate.
Pace-setting types offer little or no feedback. People are expected to second-guess them, and those around them feel like they are walking on eggshells for their working lives. Pace-setters aren't great for employee retention. Individuals who lead with this style tend to struggle when they are required to articulate a high-level vision or delegate to others. Many people have seen or experienced such a style used in a blanket way, and it is often based solely on the fact that the person has shown some technical skill, as opposed to leadership ability. It's a common phenomenon, and not really flagged as a problem in many organizations.
While technical skill is necessary for leadership, Goleman regards it as a fairly baseline requirement. In fact, some of the best leaders I've personally encountered are not afraid openly admit that some of their team members are more technically adept than themselves in certain specialized areas. Effective leaders don't seek to surround themselves with 'yes' people, and see dissent as potentially creative. As such, I struggle to regard the 'pace-setting' style as a leadership style at all. I wonder if it should be put into another category, as to me, in itself it contradicts the very definition of leadership.
Overall, however, this is a really excellent overview for anybody who has heard of the term 'emotional intelligence' and wondered what it is all about, and whether it is backed up by proper studies. There is plenty of evidence to prove that Goleman is onto something in his writings on this subject, and this book acts as a great introduction.
May 23, 2021
Nice short summary. Good read for an structured overview for leadership styles.
August 3, 2025
Pros
This book offers a readable and insightful overview of six distinct leadership styles, tying each to core elements of Emotional Intelligence (EI). Goleman’s approachable prose and ample anecdotes help illustrate not just how—but sometimes why—certain styles succeed or fail in practice.
A notable strength is the reference to David McClelland’s research, which links superior division performance and favorable annual appraisals to leaders who demonstrate strength in at least six EI competencies (p. 121). This supports the argument that Emotional Intelligence plays a measurable role in leadership outcomes, however, Goleman only mentions five EI components.
Cons
The section defining each EI component (pp. 19–58)—approximately 20% of the book—feels disproportionately long given the summary provided on just two pages (pp. 57–58).
Goleman frequently relies on illustrative anecdotes (e.g., Joe Torre, Sister Mary, division presidents), which, while engaging, don’t always substitute for rigorous, comprehensive research.
His presentation of leadership style effectiveness appears to stem from a random sampling of executives (p. 117), but the underlying methodology is not clearly explained, leaving the reader uncertain about the scope and reliability of the data.
The book also references Competency Models from 188 companies (p. 7), some based on subjective manager input, others on profitability (p. 8). This range of criteria raises questions about the comparability of the data sets used to form Goleman’s conclusions.
Speculative language appears frequently (e.g., “one neural theory…” p. 80, “some lab research suggests…” p. 81, “presumably…” p. 83), which can blur the line between evidence-based insight and conjecture.
Overall Evaluation
The middle section, The Focused Leader (pp. 61–112), begins with a useful anecdote connecting Self-Awareness to investment banking. Goleman proceeds to discuss Empathy—breaking it into three types—and then segues into relationship-building. He expands into global awareness using Bill Gates’ work in fertilizer as an example of wider-world empathy (p. 88). However, later sections (on strategy, innovation, and systems thinking) are not clearly connected back to EI components, missing opportunities for integration.
The final section, Leadership That Gets Results (pp. 113–196), seeks to quantify how different leadership styles affect organizational climate and performance. The Hay/McBer study (pp. 122–125) provides a useful framework for this, though it’s not always evident how rigorously these connections were drawn. Still, the summary of the six styles (pp. 178–180) and their impact on factors such as Flexibility, Clarity, and Commitment is helpful for practical application.
Best quote: “Like parenthood, leadership will never be an exact science” (p. 174).
While the book is highly readable and includes compelling observations, its 2019 release may strike some as a “me too” contribution to the Emotional Intelligence genre. It reiterates familiar ideas without offering many groundbreaking insights. Goleman does, however, make a strong case that effective leaders should develop EI and learn to flex among various leadership styles.
A final note: it’s difficult to overlook the self-referential praise for Harvard Business School’s Authentic Leadership Development course (p. 70), given that this work is published by Harvard Business School Press.
This book offers a readable and insightful overview of six distinct leadership styles, tying each to core elements of Emotional Intelligence (EI). Goleman’s approachable prose and ample anecdotes help illustrate not just how—but sometimes why—certain styles succeed or fail in practice.
A notable strength is the reference to David McClelland’s research, which links superior division performance and favorable annual appraisals to leaders who demonstrate strength in at least six EI competencies (p. 121). This supports the argument that Emotional Intelligence plays a measurable role in leadership outcomes, however, Goleman only mentions five EI components.
Cons
The section defining each EI component (pp. 19–58)—approximately 20% of the book—feels disproportionately long given the summary provided on just two pages (pp. 57–58).
Goleman frequently relies on illustrative anecdotes (e.g., Joe Torre, Sister Mary, division presidents), which, while engaging, don’t always substitute for rigorous, comprehensive research.
His presentation of leadership style effectiveness appears to stem from a random sampling of executives (p. 117), but the underlying methodology is not clearly explained, leaving the reader uncertain about the scope and reliability of the data.
The book also references Competency Models from 188 companies (p. 7), some based on subjective manager input, others on profitability (p. 8). This range of criteria raises questions about the comparability of the data sets used to form Goleman’s conclusions.
Speculative language appears frequently (e.g., “one neural theory…” p. 80, “some lab research suggests…” p. 81, “presumably…” p. 83), which can blur the line between evidence-based insight and conjecture.
Overall Evaluation
The middle section, The Focused Leader (pp. 61–112), begins with a useful anecdote connecting Self-Awareness to investment banking. Goleman proceeds to discuss Empathy—breaking it into three types—and then segues into relationship-building. He expands into global awareness using Bill Gates’ work in fertilizer as an example of wider-world empathy (p. 88). However, later sections (on strategy, innovation, and systems thinking) are not clearly connected back to EI components, missing opportunities for integration.
The final section, Leadership That Gets Results (pp. 113–196), seeks to quantify how different leadership styles affect organizational climate and performance. The Hay/McBer study (pp. 122–125) provides a useful framework for this, though it’s not always evident how rigorously these connections were drawn. Still, the summary of the six styles (pp. 178–180) and their impact on factors such as Flexibility, Clarity, and Commitment is helpful for practical application.
Best quote: “Like parenthood, leadership will never be an exact science” (p. 174).
While the book is highly readable and includes compelling observations, its 2019 release may strike some as a “me too” contribution to the Emotional Intelligence genre. It reiterates familiar ideas without offering many groundbreaking insights. Goleman does, however, make a strong case that effective leaders should develop EI and learn to flex among various leadership styles.
A final note: it’s difficult to overlook the self-referential praise for Harvard Business School’s Authentic Leadership Development course (p. 70), given that this work is published by Harvard Business School Press.
March 15, 2020
A concise book containing three HBR articles from Daniel Goleman, the guru of Emotional Intelligence.
The three articles are
1. What makes a leader ?
This covers elements of Emotional Intelligence & how they impact leadership. The elements & their relevance covered are Self awareness, Self regulation, Empathy, Motivation & social intelligence. A great introduction to Emotional Intelligence & why it matters more than Technical or Cognitive skills to become a great leader.
2. The Focussed Leader:
This addresses three kinds of focus every leader needs - towards himself/herself , towards others & towards external environment. How the the triad of awareness ( focus) is essential & balanced “because a failure to focus inward leaves you rudderless, a failure to focus on others renders you clueless, & a failure to focus outward may leave you blindsided”.
Needless to say, developing these focus behaviours depend on the emotional intelligence components.
3. Leadership that gets results :
This article, following the above two, nicely rounds off the leadership agenda - getting results . It talks of six styles of leadership- Coercive, Authoritative, Affiliative, Pacesetting, Democratic and Coaching. A good leader adopts multiple styles as per the context. The pluses & minuses of each style & its applicable context is described. Needless to say, these styles demand one or more of Emotional Intelligence components.
Many examples are given in each article to underscore the points .
Though a small book.. only 180 pages of pocketbook size, it is packed with thought provoking matter.
This should on the desk of every leader and in the bag of every leadership coach.
The three articles are
1. What makes a leader ?
This covers elements of Emotional Intelligence & how they impact leadership. The elements & their relevance covered are Self awareness, Self regulation, Empathy, Motivation & social intelligence. A great introduction to Emotional Intelligence & why it matters more than Technical or Cognitive skills to become a great leader.
2. The Focussed Leader:
This addresses three kinds of focus every leader needs - towards himself/herself , towards others & towards external environment. How the the triad of awareness ( focus) is essential & balanced “because a failure to focus inward leaves you rudderless, a failure to focus on others renders you clueless, & a failure to focus outward may leave you blindsided”.
Needless to say, developing these focus behaviours depend on the emotional intelligence components.
3. Leadership that gets results :
This article, following the above two, nicely rounds off the leadership agenda - getting results . It talks of six styles of leadership- Coercive, Authoritative, Affiliative, Pacesetting, Democratic and Coaching. A good leader adopts multiple styles as per the context. The pluses & minuses of each style & its applicable context is described. Needless to say, these styles demand one or more of Emotional Intelligence components.
Many examples are given in each article to underscore the points .
Though a small book.. only 180 pages of pocketbook size, it is packed with thought provoking matter.
This should on the desk of every leader and in the bag of every leadership coach.
September 24, 2025
About📖
A personal development read on how to become a better leader by improving your emotional intelligence.
My thoughts 💭
This audio is split into three sections
-what makes a leader
-the focused leader
-leadership that gets results
.
It is heavily jargoned with research waffle which does feel a bit overkill at times but it does also speak to some valued take aways too which kept me listening in and saved the read for me.
I liked hearing about the breakdown of EI in self awareness, self regulation, motivation, empathy and social skills; and that the cycle of persistence, practice and feedback is important to how you perform. I also found myself able to reflect in both the leaders I have had ahead of me and also in my own approach as a leader to others and was able to pinpoint things that I do already but also on how I could do better.
My favourite take aways are here👇
-information consumes the attention of recipients. A wealth of information creates a poverty of attention
-place your attention centre stage so you can direct it where you need it
-positive thinking widens our attention and receptiveness to change
-climate accounts for results. Affiliated leadership boosts morale and effort, likewise is seen in the opposite.
-if you set the bar high for yourself, you will do the same for your organisation and inspire your team to do it for you
-have a thirst for feedback and a self awareness for growth
-empathy is both the understanding of others and yourself.
-find common ground and build bonds wisely. Strong leaders excel at personal connection.
-nothing important is done alone
-be the same person to others that you are to yourself.
.
A surface level read that’s not too deep and a nice reminder that there is ‘no I in team’ 🤗
A personal development read on how to become a better leader by improving your emotional intelligence.
My thoughts 💭
This audio is split into three sections
-what makes a leader
-the focused leader
-leadership that gets results
.
It is heavily jargoned with research waffle which does feel a bit overkill at times but it does also speak to some valued take aways too which kept me listening in and saved the read for me.
I liked hearing about the breakdown of EI in self awareness, self regulation, motivation, empathy and social skills; and that the cycle of persistence, practice and feedback is important to how you perform. I also found myself able to reflect in both the leaders I have had ahead of me and also in my own approach as a leader to others and was able to pinpoint things that I do already but also on how I could do better.
My favourite take aways are here👇
-information consumes the attention of recipients. A wealth of information creates a poverty of attention
-place your attention centre stage so you can direct it where you need it
-positive thinking widens our attention and receptiveness to change
-climate accounts for results. Affiliated leadership boosts morale and effort, likewise is seen in the opposite.
-if you set the bar high for yourself, you will do the same for your organisation and inspire your team to do it for you
-have a thirst for feedback and a self awareness for growth
-empathy is both the understanding of others and yourself.
-find common ground and build bonds wisely. Strong leaders excel at personal connection.
-nothing important is done alone
-be the same person to others that you are to yourself.
.
A surface level read that’s not too deep and a nice reminder that there is ‘no I in team’ 🤗
January 7, 2025
The Emotionally Intelligent Leader by Daniel Goleman is an insightful and practical guide to understanding how emotional intelligence (EI) plays a crucial role in effective leadership. Goleman breaks down the concept of EI into clear, actionable components—self-awareness, self-regulation, empathy, motivation, and social skills—and connects them directly to the challenges leaders face every day.
What makes this book stand out is how Goleman weaves together research, real-world examples, and relatable advice. He doesn’t just explain what emotional intelligence is; he shows how it can be developed and applied to build stronger teams, handle conflict, and inspire others. It’s a perfect blend of science and practical wisdom, making the concepts easy to grasp and even easier to implement.
The book is concise and focused, which makes it a quick but impactful read. Goleman’s writing is engaging and accessible, and he avoids overloading the reader with jargon or unnecessary theory. Instead, he offers clear strategies and techniques that feel immediately applicable, whether you’re leading a small team or managing an entire organisation.
For anyone interested in improving their leadership skills or understanding the deeper connections between emotions and effective decision-making, The Emotionally Intelligent Leader is a must-read. It’s inspiring, practical, and one of those books that sticks with you long after you’ve finished it.
What makes this book stand out is how Goleman weaves together research, real-world examples, and relatable advice. He doesn’t just explain what emotional intelligence is; he shows how it can be developed and applied to build stronger teams, handle conflict, and inspire others. It’s a perfect blend of science and practical wisdom, making the concepts easy to grasp and even easier to implement.
The book is concise and focused, which makes it a quick but impactful read. Goleman’s writing is engaging and accessible, and he avoids overloading the reader with jargon or unnecessary theory. Instead, he offers clear strategies and techniques that feel immediately applicable, whether you’re leading a small team or managing an entire organisation.
For anyone interested in improving their leadership skills or understanding the deeper connections between emotions and effective decision-making, The Emotionally Intelligent Leader is a must-read. It’s inspiring, practical, and one of those books that sticks with you long after you’ve finished it.
April 26, 2021
Daniel Coleman has written a powerful book outlining the important characteristics of a good leader. It's a great read, because he gives all the relevant information in a concise and precise way. It makes for great reading. The gist is as follows:
What makes a leader? What are the characteristics required to have a highly emotionally intelligent leader?
1. Self-awareness
2. Self-regulation
3. Motivation
4. Empathy
5. Social skill
The empathy triad resonated with me. Empathy reveals three distinct kinds, each important for effectiveness:
1. Cognitive empathy - Ability to understand another person's perspective
2. Emotional empathy - Ability to feel what someone else feels
3. Empathetic concern - Ability to sense what another person needs from you
Goleman also talks about six different leadership styles:
1. Coercive
2. Authoritative
3. Affiliative
4. Democratic
5. Pace setting
6. Coaching
An effective leader must have a combination of many of the styles listed above. He rightly points out that leadership is like parenting. You just keep learning new things everyday.
It is important to realize where you fall in the spectrum from coercive to coaching and figure out what are the skills required to bridge the gap in different leadership styles to find what works well for you and your team.
What makes a leader? What are the characteristics required to have a highly emotionally intelligent leader?
1. Self-awareness
2. Self-regulation
3. Motivation
4. Empathy
5. Social skill
The empathy triad resonated with me. Empathy reveals three distinct kinds, each important for effectiveness:
1. Cognitive empathy - Ability to understand another person's perspective
2. Emotional empathy - Ability to feel what someone else feels
3. Empathetic concern - Ability to sense what another person needs from you
Goleman also talks about six different leadership styles:
1. Coercive
2. Authoritative
3. Affiliative
4. Democratic
5. Pace setting
6. Coaching
An effective leader must have a combination of many of the styles listed above. He rightly points out that leadership is like parenting. You just keep learning new things everyday.
It is important to realize where you fall in the spectrum from coercive to coaching and figure out what are the skills required to bridge the gap in different leadership styles to find what works well for you and your team.
October 13, 2023
I have read emotional intelligence 2.0 and emtional intelligence Focus by Harvard business review @hbr
The book is divided into 3 chapters
1. What makes a leader
2. The focused leader
3. Leadership that gets results
The first 2 chapters are copy past. Chapter one is 100% copy past of emotional intelligence 2 explaining emotional intelligence ( self awareness, self management, social awareness and relationship management) chapter 2 is another 100% copy past of the book called emotional intelligence Focus by Harvard business review. The last chapter however is explaining the 6 different types of leadership styles which is nice to know.
If you have read any of the other two FOCUS or emotional intelligence 2 then it is waists of money to buy this one
The book is divided into 3 chapters
1. What makes a leader
2. The focused leader
3. Leadership that gets results
The first 2 chapters are copy past. Chapter one is 100% copy past of emotional intelligence 2 explaining emotional intelligence ( self awareness, self management, social awareness and relationship management) chapter 2 is another 100% copy past of the book called emotional intelligence Focus by Harvard business review. The last chapter however is explaining the 6 different types of leadership styles which is nice to know.
If you have read any of the other two FOCUS or emotional intelligence 2 then it is waists of money to buy this one
September 19, 2025
This book offers a thoughtful exploration of how emotional intelligence shapes effective leadership. It’s packed with useful insights on self-awareness, empathy, and managing relationships in the workplace, all framed in a way that feels practical and relevant.
While the concepts are strong, some sections lean toward repetition, and the style can feel more theoretical than hands-on at times. I found myself wishing for more concrete, real-world examples or actionable steps to bring the ideas to life.
Still, it’s a valuable read for leaders—or anyone in a team setting—who want to better understand the role of emotions in decision-making and influence. A solid, reflective guide, even if not always the most engaging.
While the concepts are strong, some sections lean toward repetition, and the style can feel more theoretical than hands-on at times. I found myself wishing for more concrete, real-world examples or actionable steps to bring the ideas to life.
Still, it’s a valuable read for leaders—or anyone in a team setting—who want to better understand the role of emotions in decision-making and influence. A solid, reflective guide, even if not always the most engaging.
September 22, 2025
Short but sweet. Good leaders have self-awareness, self-control, empathy, and relationship management. Who knew?
I do wonder how much of this will stand up to the academy/culture shifting to the right because these findings have such a strong political lilt. After all, even in this edition written at the peak of woke, he still says the best leaders combine affiliative (essentially nice) and authoritative. Clearly there's a balance to be struck, and leaders will err towards authoritative (e.g. Musk's style) in a right wing climate. I'm not supposed to say this, but it probably is needed as a corrective.
Good and efficient book in any case. Very little filler.
I do wonder how much of this will stand up to the academy/culture shifting to the right because these findings have such a strong political lilt. After all, even in this edition written at the peak of woke, he still says the best leaders combine affiliative (essentially nice) and authoritative. Clearly there's a balance to be struck, and leaders will err towards authoritative (e.g. Musk's style) in a right wing climate. I'm not supposed to say this, but it probably is needed as a corrective.
Good and efficient book in any case. Very little filler.
January 23, 2020
Summary at end says it all:
"Research has shown that the most successful leaders have strengths in the following emotional intelligence competencies: self-awareness, self-regulation, motivation, empathy, and social skill.
Book (more like "article") attests to the fact that leaders are made and not just born. Very quick read and mildly entertaining to consider leaders I've known, while reading. As well, as reflecting on what type of leader I am and the type of leader I want to be.
Not a book I probably will recommend.
"Research has shown that the most successful leaders have strengths in the following emotional intelligence competencies: self-awareness, self-regulation, motivation, empathy, and social skill.
Book (more like "article") attests to the fact that leaders are made and not just born. Very quick read and mildly entertaining to consider leaders I've known, while reading. As well, as reflecting on what type of leader I am and the type of leader I want to be.
Not a book I probably will recommend.
February 26, 2023
Honestly, I wasn't impressed with "Emotional Intelligence" by Daniel Goleman. The title sounds promising, but the book just repeats a bunch of generic points without giving any practical insights, unique perspectives, or real-life examples to help you actually develop your emotional intelligence. It's like reading a textbook without any real story of a leader or incident to connect the points. Plus, there's no real flow between sections, so it's hard to feel any connection between them. Overall, I'd say it's not the best book on emotional intelligence out there.
October 31, 2019
I read this in one evening. The research and explanations in this book absolutely support the work that I am doing as a consultant and public speaker. Mr. Goleman’s writing style is so easy to digest and so full of wisdom and useful strategies. I thoroughly enjoyed reading this book which provided even more clarity to many aspects of leadership I am already familiar with or have experienced personally in 20 years of entrepreneurship. Highly recommended for anyone in business.
January 21, 2021
A friend recommended this book to better understand a difficult boss. I ended up reading it a few times through to process some of the things we were dealing with. I believe this should be on the Must Read list for every boss, manager, and person who wants to be the boss. It is so short, maybe read it once a year just to keep yourself in check.
September 10, 2021
This book is all about the 6 different types of leaderships that can be used in different situations to get the best positive results and the working conditions in different institutions.
If you are a Team in charge , wherever, be it sports , corporate or anything, these 6 leadership styles might help you to function in the best possible way and get the best out of your team.
If you are a Team in charge , wherever, be it sports , corporate or anything, these 6 leadership styles might help you to function in the best possible way and get the best out of your team.
July 9, 2022
This was a one day audiobook listen for me. Some moments I found thought provoking, some I found boring or lacking substance. Overall, the descriptions of the types of leaders and the justification of the importance of emotional intelligence were well taken. This is a topic I’d like to dive into even more.
February 24, 2023
I was browsing the actual shelves at the actual library when this one caught my eye. Work has been difficult lately, and it felt relevant.
This book is short, lucid, and valuable. Too many nonfiction books meander and blather and feel padded for the sake of increasing page count. This one said what it needed to and no more. I recommend it to anyone thinking about leadership in the workplace.
This book is short, lucid, and valuable. Too many nonfiction books meander and blather and feel padded for the sake of increasing page count. This one said what it needed to and no more. I recommend it to anyone thinking about leadership in the workplace.
March 21, 2022
A quick read but offered some great terminology and insight into how important emotional intelligence is for leaders (haha duh as per the title). Cool to recognize how learnable emotional intelligence is and how important it is to be flexible when applying it.
This entire review has been hidden because of spoilers.
November 1, 2022
In this schema there are 6 types of leadership, to be wielded as appropriate selection of the right golf club for the given lie: authoritative, democratic, affiliative, commanding, coaching, and pacesetting. I've been trying to hit mostly with just a 7-iron this whole time, with predictable effect.
February 7, 2025
A very quick little book to read around emotionally intelligence and leadership styles. I don’t necessarily find all the real life examples useful, I just want to get to the information. The little tables at the end particular useful for me
February 10, 2025
Brief read, just 3 articles back-to-back, which have longer associated books. I still find the shorter versions better reminders and like picking this back up every once in a while to refresh and reflect.
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