Leadership the Power of Emotional Intellegence

Leadership:The Power of

Emotional

Intelligence

Also by Daniel Goleman from More Than Sound

The Brain and Emotional Intelligence: New Insights

Better Parents, Better Spouses, Better People with Daniel Siegel

Knowing Our Emotions, Improving Our World with Paul Ekman

Training the Brain: Cultivating Emotional Intelligence with Richard Davidson

Good Work: Aligning Skills and Values with Howard Gardner

The Inner Compass for Ethics and Excellence with Naomi Wolf

Socially Intelligent Computing with Clay Shirky

Rethinking Education with George Lucas

Leading the Necessary Revolution with Peter Senge

Ecological Awareness: Dialogues on Ecological Intelligence

Of Interest:

Resonant Leadership: Inspiring Others Through Emotional Intelligence by Richard Boyatzis

Available at morethansound.net

Leadership:The Power of

Emotional

Intelligence

selected writings

by

Daniel Goleman

Copyright © 2011 by Daniel Goleman - All Rights Reserved

Published by More Than Sound LLC

Northampton MA

www.morethansound.net

Images by Tracy Lee

Leadership: The Power of Emotional Intelligence

Selected Writings / Daniel Goleman

1st Edition

ISBN 978-1-934441-17-6

MORE THANSOUND

TABLE OF CONTENTS

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SelfAwareness

Self-Management

SocialAwareness

RelationshipManagement

The Competency Framework

EmotionalSelf-awareness

EmotionalSelf-control

EmpathyOrganizationalAwareness

InspiringLeadershipInfluenceConflictManagementTeamwork andCollaboration

AdaptabilityAchievementPositive Outlook

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15A SURPRISING SYNERGY

16

MANAGING WITH HEART

Adapted from Emotional Intelligence

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WHAT MAKES A LEADER?

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27WHAT MAKES A LEADER?

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40

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60

LEADERSHIP STYLES

LEADERSHIPSTYLE

VISIONARY(OR

AUTHORITATIVE)

COACHING

AFFILIATIVE

DEMOCRATIC

PACESETTING

COMMANDNG(OR COERCIVE)

HOW ITBUILDS

RESONANCE

MOVESPEOPLETOWARDSHAREDDREAMS

CONNECTSWHAT APERSONWANTS

WITH THETEAM!S GOALS

CREATESHARMONY

BYCONNECTINGPEOPLE TO

EACH OTHER

VALUESPEOPLE!S

INPUT/GETSCOMMITMENT

THROUGHPARTICIPATION

SETSCHALLENGING AND EXCITING

GOALS

SOOTHES FEARSBY GIVING

CLEARDIRECTION

IN ANEMERGENCY

IMPACT ONCLIMATE

MOSTSTRONGLYPOSITIVE

HIGHLYPOSITIVE

POSITIVE

POSITIVE

OFTEN HIGHLY NEGATIVEBECAUSEPOORLY

EXECUTED

OFTEN HIGHLYNEGATIVEBECAUSEMISUSED

WHENAPPROPRIATE

WHEN CHANGE REQUIRES A NEW

VISION, OR WHEN ACLEAR DIRECTION

IS NEEDED

TO HELP APERSON

CONTRIBUTEMORE

EFFECTIVELYTO THE TEAM

TO HEAL RIFTSIN A TEAM,

MOTIVATE DURINGSUCCESSFUL TIMES,

OR STRENGTHENCONNECTIONS

TO BUILD BUY INOR CONSENSUS,

OR TO GETVALUABLE

INPUT FROMTEAM MEMBERS

TO GET HIGHQUALITY RESULTS

FROM AMOTIVATED AND

COMPETENT TEAM

IN CRISIS,TO KICK STARTA TURNAROUND

61

THE GROUP IQ

Adapted From Emotional Intelligence

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62

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63

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THE GROUP IQ

64

2+$+42(+U$ 35/,$ 45/.$ IBG)2(/:$ 45/$ +42(+$L*45$ /N/(.B,/$/@+/R$ 45/$

2,:$ +BI*2@$G/2+'(/+R$ M(BG$ +42,:2(:$ 4/+4+$ MB($ CD$ 4B$ )/(+B,2@*4.$

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*,$2$I(',I5$2+$)2(4$BM$2,$*,+42,4$2:$5BI$4/2G$4B$+B@N/$2$)(BQ@/G$B($52,:@/$2$I(*+*+U$ ]%$ G*::@/$ )/(MB(G/($ 24$ J/@@$ 92Q+$ 42@8/:$ 2QB'4$ Q/*,-$

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BQ+/(N/+U$ ]J'4$ L5/,$ ',/O)/I4/:$ )(BQ@/G+$ 2(*+/R$ 45/$ *,MB(G2@$

45*,-+$:B,/UT

65THE GROUP IQ

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66

LB(8$ 4B-/45/($ *+$ 2$ G2SB($ L2.$ 4B$ @/N/(2-/$ *,4/@@/I4'2@$ I2)*42@R$

*,4/@@*-/,I/U

67

PRIMAL LEADERSHIP

Adapted from Primal Leadership

& 5(/24$ @/2:/(+$ GBN/$ '+U$ =5/.$ *-,*4/$ B'($ )2++*B,$ 2,:$*,+)*(/$ 45/$Q/+4$ *,$'+U$35/,$L/$4(.$ 4B$/O)@2*,$L5.$45/.$2(/$+B$

:/)/,:+$B,$5BL$45/.$:B$*4U$ZN/,$*M$45/.$-/4$/N/(.45*,-$/@+/$S'+4$

+5B'@:U$ PB,+*:/(R$MB($/O2G)@/R$2$)*NB42@$GBG/,4$*,$2$,/L+$:*N*+*B,$

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M(BG$2$LB,:/(M'@$4(*)$4B$P2,,/+U$=5/$,/L+$*4+/@M$L2+$Q2:$/,B'-5R$

Q/I2G/$/,(2-/:$[$,B4$S'+4$24$45/$G2,2-/G/,4$:/I*+*B,R$Q'4$2@+B$24$ 45/$Q/2(/($BM$ 45/$,/L+$5*G+/@MU$ =5/$24GB+)5/(/$Q/I2G/$+B$

52N/$4B$I2@@$+/I'(*4.$4B$'+5/($5*G$+2M/@.$M(BG$45/$(BBGU

68

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B,$L*45$45/*($I2(//(+U

GBG/,4+$)B*,4$4B$2$5*::/,R$Q'4$I('I*2@R$:*G/,+*B,$*,$@/2:/(+5*)$

$ 35*@/$GB+4$)/B)@/$(/IB-,*X/$4524$2$@/2:/( +$GBB:$[$2,:$

2,:$*G)(BN/$45/$L2.$45/.$52,:@/$45/*($BL,$2,:$B45/($)/B)@/ +$

LB(8)@2I/$ +/4+$ 45/$ Q/+4$ @/2:/(+$ 2)2(4$ M(BG$ 45/$ (/+4$ [$ ,B4$ S'+4$

42@/,4R$ Q'4$ 2@+B$ *,$ 45/$ 2@@Y*G)B(42,4$ *,42,-*Q@/+R$ +'I5$ 2+$ 5*-5/($

#$%&6(!"'3&8!"%2/!)2

69

B($ +52G2,/++/+$ [$ /2(,/:$ 45/*($ )@2I/$ *,$ @2(-/$ )2(4$

5*+4B(.$ 2,:$ *,$ I'@4'(/+$ /N/(.L5/(/R$ 45/$ @/2:/($ *,$ 2,.$ 5'G2,$-(B')$52+$Q//,$45/$B,/$4B$L5BG$B45/(+$@BB8$MB($2++'(2,I/$2,:$I@2(*4.$L5/,$M2I*,-$',I/(42*,4.$B($45(/24R$B($L5/,$45/(/ +$2$SBQ$4B$

42+8$[$45B'-5$Q.$,BL$@2(-/@.$*,N*+*Q@/$[$(/G2*,+$MB(/GB+4$2GB,-$

$ D'*4/$+*G)@.R$*,$2,.$5'G2,$-(B')$45/$@/2:/($52+$G2O*G2@$

)'+5/:$4BL2(:$45/$(2,-/$BM$/,45'+*2+GR$)/(MB(G2,I/$I2,$+B2(c$*M$)/B)@/$2(/$:(*N/,$4BL2(:$(2,IB($2,:$2,O*/4.R$45/.$L*@@$Q/$45(BL,$

$ =5/$ 8/.R$ BM$ IB'(+/R$ 4B$ G28*,-$ )(*G2@$ @/2:/(+5*)$ LB(8$4B$ /N/(.B,/ +$ 2:N2,42-/$ @*/+$ *,$ 45/$ @/2:/(+5*)$ IBG)/4/,I*/+$

leadership drive the emotions of those they lead in the right direction. 6BL$:B/+$2@@$BM$45*+$LB(8;$&4':*/+$BM$45/$Q(2*,$(/N/2@$45/$

70

,/'(B@B-*I2@$ G/I52,*+G+$ BM$ )(*G2@$ @/2:/(+5*)$ 2,:$ G28/$ I@/2($

#$%&)6%2&3))6

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71PRIMAL LEADERSHIP

$ =5/$ B)/,Y@BB)$ :/+*-,$ BM$ 45/$ @*GQ*I$ +.+4/G$G/2,+$ 4524$B45/($ )/B)@/$ I2,$ I52,-/$ B'($ N/(.$ )5.+*B@B-.$ [$ 2,:$ +B$ B'($

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,/'4(2@$:*+I'++*B,U$?/+/2(I5/(+$52N/$+//,$2-2*,$2,:$2-2*,$5BL$

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72

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00

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73PRIMAL LEADERSHIP

=5/.$ I2,$ M(2G/$ 45/$ -(B') +$ G*++*B,$ *,$ L2.+$ 4524$ -*N/$ GB(/$

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+BG/B,/$/@+/$L5B$45/.$ 4('+4$2,:$(/+)/I4U$=5*+$:/$ M2I4B$ @/2:/($

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3'-5$#%(&'28&#$%&)6%2&3))6

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74

)/(MB(G2,I/U

2$ -(B')U$ >@//$ +)(/2:+$ +B$ (/2:*@.$ Q/I2'+/$ B'($ Q(2*,$ *,I@':/+$

+G*@/$*,$(/4'(,U0A

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4524$)/B)@/ +$5/2(4+$2+$L/@@$2+$45/*($G*,:+$2(/$/,-2-/:U$1B(/BN/(R$

75PRIMAL LEADERSHIP

4B$2$)',I5@*,/U0K

B,$45/$+2G/$L2N/@/,-45R$L/$-/4$2@B,-U$C4$+*-,2@+$4('+4R$IBGMB(4R$

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)/B)@/$,24'(2@@.$-(2N*424/$4B$45/GU$CM$.B'$45*,8$2QB'4$45/$@/2:/(+$

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$).&"))8/&!"6'+#&(%/-3#/

76

LB(8$:B,/U$%$@/2:/( +$G*@:$2,O*/4.$I2,$2I4$2+$2$+*-,2@$4524$+BG/45*,-$

7"

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77PRIMAL LEADERSHIP

%")#!)2'3&$!;'+7!25

2QB'4$ 5BL$ Q/+4$ 4B$ 2@@BI24/$ ./2(@.$ QB,'+/+$ L2+$ G/2+'(2Q@.$

77

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IBG)2,.$)B@*I*/+R$B($)/(+B,2@$)(BQ@/G+U7<

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7E$=5/$)/(I/,42-/$

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78

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2,:$-BN/(,G/,4$2-/,I*/+U$=5/$PZ^+$2,:$45/*($G2,2-/G/,4$4/2G$

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79PRIMAL LEADERSHIP

4/2G$4524$:*:$,B4$-/4$2@B,-R$45/$)BB(/($4524$IBG)2,. +$G2(8/4$(/4'(,U$ =5/$ -(B')$ CDR$ 45/,$ [$ 45/$ +'G$ 4B42@$ BM$ /N/(.$ )/(+B, +$Q/+4$ 42@/,4+$ IB,4(*Q'4/:$24$ M'@@$ MB(I/$[$:/)/,:+$B,$ 45/$-(B') +$

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,-'2#!*0!25&#$%&=*%%3>&)*&'&+)"6'20

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80

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81PRIMAL LEADERSHIP

(2,-/$BM$*,:'+4(*/+$4524$@*,8$@/2:/(+5*)$4B$I@*G24/$2,:$4B$Q'+*,/++$

BM$2$IBG)2,.U$ \B($ *,+42,I/R$ 24$ 2$ -@BQ2@$ MBB:$ 2,:$ Q/N/(2-/$ IBG)2,.R$

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82

THE SOCIAL BRAIN

Adapted from The Brain and Emotional Intelligence: New Insights

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4B-/45/(U

THE SOCIAL BRAIN

84

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85

THE SWEET SPOTFOR ACHIEVEMENT

Adapted From Social Intelligence

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GREAT LISTENERENCOURAGER

COMMUNICATORCOURAGEOUS

SENSE OF HUMORSHOWS EMPATHY

DECISIVETAKES RESPONSIBILITY

HUMBLESHARES AUTHORITY

BLANK WALLDOUBTER

SECRETIVEINTIMIDATINGBAD TEMPER

SELF-CENTEREDINDECISIVE

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APPENDIX

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ENDNOTESTaking Stock1 J. D. Mayer, P. Salovey, and D. R. Caruso, “Models of Emotional Intelligence,” in R. J. Sternberg, ed., Handbook of Intelligence, Cambridge, Eng.: Cambridge University Press, 2000. 2 The crash of the intimidating pilot: Carl Lavin, “When Moods Affect Safety: Communications in a Cockpit Mean a Lot a Few Miles Up,” The New York Times (June 26, 1994).

3 The survey of 250 executives: Michael Maccoby, “The Corporate Climber Has to Find His Heart,” Fortune (Dec. 1976).

4 The story of the sarcastic vice president was told to me by Hendrie Weisinger, a psychologist at the UCLA Graduate School of Business. His book is The Critical Edge: How to Criticize Up and Down the Organization and Make It Pay Off (Boston: Little, Brown, 1989).

5 The survey of times managers blew up was done by Robert Baron, a psychologist at Rensselaer Polytechnic Institute, whom I interviewed for The New York Times (Sept. 11, 1990).

Managing With Heart6

Applied Psychology 75, 3 (1990).

7Addendum to the Levinson Letter, Levinson Institute, Waltham, MA (1992).

8 The concept of group intelligence is set forth in Wendy Williams and Robert Sternberg, “Group Intelligence: Why Some Groups Are Better Than Others” Intelligence (1988).

9 The study of the stars at Bell Labs was reported in Robert Kelley and Janet Caplan, “How Bell Labs Creates Star Performers,” Harvard Business Review (July-Aug. 1993).

10 The usefulness of informal networks is noted by David Krackhardt and Jeffrey R. Hanson, “Informal Networks: The Company Behind the Chart,” Harvard Business Review (July-Aug. 1993), p. 104

107

11 The comforting effect: Lisa Berkman et al., “Emotional Support and Survival after Myocardial Infarction,” Annals of Internal Medicine (1992).

12 Stress and death: Anika Rosengren et al., “Stressful Life Events, Social Support and Mortality in Men Born in 1933,” British Medical Journal 207, no. 17(1983): 1102-1106.

The Group IQ13 Limbic regulation: Thomas Lewis, Fari Amini, and Richard Lannon, A General Theory of Love (New York: Random House, 2000).

14 Emotional mirroring: Robert Levenson, University of California at Berkeley, personal communication.

15 Expressiveness transmits moods: Howard Friedman and Ronald Riggio, “Effect of Individual Differences in Nonverbal Expressiveness on Transmission of Emotion,” Journal of Nonverbal Behavior 6 (1981): 32-58.

16 Groups have moods: Janice R. Kelly and Sigal Barsade, “Moods and Emotions in Small Groups and Work Teams,” working paper, Yale School of Management, New Haven, Connecticut, 2001.

Primal Leadership17 Work teams share moods: C. Bartel and R. Saavedra, “The Collective Construction of Work Group Moods,” Administrative Science Quarterly 45 (2000): 187-231.

18 Nurses and accountants tracking moods: Peter Totterdell et al., “Evidence of Mood Linkage in Work Groups,” Journal of Personality and Social Psychology 74 (1998): 1504-1515.

19 Sports teams: Peter Totterdell, “Catching Moods and Hitting Runs: Mood

Applied Psychology 85, no. 6 (2000): 848-859.

20 The leadership ripple effect: See Wallace Bachman, “Nice Guys Finish First: A SYMLOG Analysis of U.S. Naval Commands,” in The SYMLOG Practitioner: Applications of Small Group Research, eds. Richard Brian Polley, A. Paul Hare, and Philip J. Stone (New York: Praeger, 1988).

21 The leader’s emotional impact in work groups: Anthony T. Pescosolido, “Emotional Intensity in Groups” (Ph.D. diss., Department of Organizational Behavior, Case Western Reserve University, 2000).

108

22 Leaders as the managers of meaning: Howard Gardner, Leading Minds: An Anatomy of Leadership (New York: Basic Books, 1995).

23 Informal leaders: V. U. Druskat and A. T. Pascosolido, “Leading Self-Managing Work Teams from the Inside: Informal Leader Behavior and Team Outcomes.” Submitted for publication, 2001.

24 Moods, contagion, and work performance: Sigal Barsade and Donald E. Gibson, “Group Emotion: A View from the Top and Bottom,” in Research on Managing Groups and Teams, eds. D. Gruenfeld et al. (Greenwich, CT: JAI Press, 1998).

25 Smiles the most contagious: Robert Levenson and Anna Ruef, “Emotional Knowledge and Rapport,” in Empathic Accuracy, ed. William Ickes (New York: Guilford Press, 1997).

26 Laughter is involuntary: Meredith Small, “More Than the Best Medicine,”

27Investigation (New York: Viking Press, 2000), 133.

28 Laughter episodes: Ibid.

29 Good moods in a leader mean lower voluntary turnover: See, for example, Jennifer M. George and Kenneth Bettenhausen, “Understanding Prosocial Behavior, Sales Performance, and Turnover: A Group-Level Analysis in Service Context,” Journal of Applied Psychology 75, no. 6 (1990): 698-706.

30 Sober mood and high-risk decisions: R. C. Sinclair, “Mood, Categorization Breadth, and Performance Appraisal,” Organizational Behavior and Human Decision Processes 42 (1988): 22-46.

31 Anger and leadership: Jennifer M. George, “Emotions and Leadership: The Role of Emotional Intelligence,” Human Relations 53, no. 8 (2000): 1027-1055.

32 Moods perpetuate themselves: A voluminous literature shows the self-reinforcing effect of moods. See, for example, Gordon H. Bower, “Mood Congruity of Social Judgments,” in Emotion and Social Judgments, ed. Joseph Forgas (Oxford: Pergamon Press, 1991), 31-53.

33 The Yale study of mood and performance: Sigal Barsade, “The Ripple Effect: Emotional Contagion in Groups,” working paper 98, Yale School of

109

Management, New Haven, Connecticut, 2000.

34 Bosses and bad feelings: John Basch and Cynthia D. Fisher, “Affective

Experienced in the Workplace,” in Emotions in the Workplace: Research, Theory and Practice, ed. N. Ashkanasy, W. Zerbe, and C. Hartel (Westport, CT: Quorum Books, 2000), 36-48.

35 Distress impairs empathy and social skill: Jeffrey B. Henriques and Richard J. Davidson, “Brain Electrical Asymmetries during Cognitive Task Performance

1039-1050.

36Noble, “Affect and Performance: A Within Persons Analysis” (paper presented at the Annual Meeting of the Academy of Management, Toronto, 2000).

37 Job satisfaction is not the same as feeling good while working: Cynthia D. Fisher, “Mood and Emotions while Working: Missing Pieces of Job Satisfaction? ,” Journal of Organizational Behavior 21 (2000): 185 -202. See also Howard Weiss, Jeffrey Nicholas, and Catherine Daus, “An Examination of the Joint Effects of Affective Experiences and Job Beliefs on Job Satisfaction and Variations in Affective Experiences over Time,” Organizational Behavior and Human Decision Processes 78, no. 1 (1999): 1-24.

38Handbook of Cognition and Emotion, eds. Tim Dalgleish and ) Mick J. Power (Chichester, England: Wiley, 1999.

39 Good moods and performance: See C. D. Fisher and C. S. Noble, “Emotion and the Illusory Correlation between Job Satisfaction and Job Performance” (paper presented at the second Conference on Emotions in Organizational Life, Toronto, August 2000).

40 Insurance sales: Martin E. Seligman and Peter Schulman, “The People Make the Place,” Personnel Psychology 40 (1987): 437-453.

41W. Clouse and K. L. Spurgeon, “Corporate Analysis of Humor,” Psychology: A Journal of Human Behavior 32 (1995): 1-24.

42 CEOs and their top management team: Sigal G. Barsade, Andrew J. Ward, et al. “To Your Heart’s Content: A Mode of Affective Diversity in Top Management Teams,” Administrative Science Quarterly 45 (2000): 802-836.

110

43 Improvement in service climate drives increase in revenue: Lyle Spencer, paper presented at the meeting of the Consortium for Research on Emotional Intelligence in Organizations (Cambridge, Massachusetts, 19 April 2001).

44 Poor customer service rep morale and decline in revenues: Schneider and Bowen, Winning the Service Game.

45Winning the Service Game (Boston: Harvard Business School Press, 1995).

46 Mood, customer service, and sales: George and Bettenhausen, “Understanding Prosocial Behavior.”

47 The analysis linking climate to business performance: David McClelland, “Identifying Competencies with Behavioral-Event Interviews,” Psychological Science 9 (1998): 331-339; Daniel Williams, “Leadership for the 21st Century: Life Insurance Leadership Study”(Boston: LOMA/Hay Group, 1995).

48 More technically, the styles were found to account for 53 to 72 percent of the variance in organizational climate. See Stephen P. Kelner Jr., Christine A. Rivers, and Kathleen H, O’Connell, “Managerial Style as a Behavioral Predictor of Organizational Climate” (Boston: McBer & Company, 1996).

49 Amy Arnsten, “The Biology of Being Frazzled,” Science 280 (1998), pp. 1711-13.

50 On stress intensity and impairment, see J. T. Noteboom et al., ‘’Activation of the Arousal Response and Impairment of Performance Increase with Anxiety and Stressor Intensity,” Journal of Applied Physiology 91 (2001), pp. 2039-10l.

51 Though that dysfunction holds for the brain’s temporarily crippled executive centers, the brain still makes a hedged bet that can work well. Consider studies

basketball teams. Under dire pressure, the most seasoned leaders did best by

trusting intuitions forged in a long history of similar situations. While old-timers instinctively know what to do in such high-intensity moments, for a novice the best theory can fail. See Fred Fiedler, “The Curious Role of Cognitive Resources in Leadership,” in Ronald E. Riggio et al., eds., Multiple Intelligences and Leadership (Mahwah, N.J.: Erlbaum, 2002).

52“Subcortical and Cortical Brain Activity During the Feeling of Self-generated

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Emotions,” Nature Neuroscience 3 (2002), pp. 1049-56.

53 Positive moods, for example, can make people more realistic; when people who are feeling good have an important goal that they want to achieve, they will seek out potentially useful information even when it might be negative and upsetting. See, for example, L. G. Aspinwall, “Rethinking the Role of Positive Affect in Self-regulation,” Motivation and Emotion 22 (1998), pp. 1-32. On the other hand, an elevated mood is not necessarily best for every task: being too giddy bodes poorly for detail work like checking a contract. Indeed, negative moods can sometimes make our perceptions more realistic rather than overly rosy. At the right time, it pays to get serious. For a further review, see Neal M. Ashkanasy, “Emotions in Organizations: A Multi-level Perspective,” in Neal Ashkanasy et al” eds., Emotions in the Workplace: Research, Theory, and Practice (Westport, Conn.: Quorum BOOks, 2000).

54 On radiologists’ diagnoses, see C. A. Estrada et al., “Positive Affect Facilitates Integration of Information and Decreases Anchoring in Reasoning Among Physicians,” Organizational Behavior and Human Decision Processes 72 (1997), pp.1l7-35.

55have less capacity in their working memory when they tackle a math problem. Their anxiety occupies the attentional space they need for math, impairing their ability to solve math problems or grasp new concepts. See Mark Ashcroft and Elizabeth Kirk, “The Relationship Among Working Memory, Math Anxiety, and Performance,” Journal of Experimental Psychology 130, no. 2 (2001), pp.224-27.

56 On cortisol and the inverted U, see Heather C. Abercrombie et al., “Cortisol Variation in Humans Affects Memory for Emotionally Laden and Neutral Information,” Behavioral Neuroscience 117 (2003), pp. 505-16.

57 In describing the relationship between mood and performance in terms

we are in a sour mood, we more readily dislike what we see; in contrast, we are more forgiving or appreciative while we are upbeat. See Neal M. Ashkanasy, “Emotions in Organizations: A Multilevel Perspective,” in Neal Ashkanasy et al., eds., Emotions in the Workplace: Research, Theory, and Practice (Westport,

kinds of performance, such as attending to detail in a search for errors or making

detail in the work of John Mayer at the University of New Hampshire.

112

For a review of how moods affect performance, see David Caruso et al., The Emotionally Intelligent Manager (San Francisco: Jossey Bass, 2004).

might boost various intellectual abilities. In the mild mood range at least, moods

moods help at times and positive moods sometimes hurt. For instance, anxiety (at

tasks largely processed by the right prefrontal cortex, such as face recognition.

such as verbal performance. See Jeremy R. Gray et al., “Integration of Emotion and Cognition in the Lateral Prefrontal Cortex,” Proceedings of the National Academy of Sciences 199 (2002), pp. 4115-20.

58 Much the same argument has been made in George and Bettenhausen, “Understanding Prosocial Behavior”; and in Neal N1. Ashkanasy and Barry Tse, “Transformational Leadership as Management of Emotion: A Conceptual Review,” in Neal M. Ashkanasy, Charmine E. J. Hartel, and Wilffred J. Zerbe, Emotions in the Workplace: Research, Theory and Practice (Westport, CT: Quorum Books, 2000), 221-235.

The Sweet Spot for Achievement59 Amy Arnsten, “The Biology of Being Frazzled,” Science 280 (1998), pp. 1711-13.

60 Thomas Sy et al., “The Contagious Leader: Impact of the Leader’s Mood on the Mood of Group Members, Group Affective Tone, and Group Processes,” Journal of Applied Psychology 90 (2005), pp. 295-305.

61 M. T. Dasborough, “Cognitive Asymmetry in Employee Emotional Reactions to Leadership Behaviors,” Leadership Quarterly, 17 (2006), pp. 163-178.

62 Neal Ashkanasy et al., “Managing Emotions in a Changing Workplace,” in Ashkanasy et al., Emotions in the Workplace.

63 James Harter, Gallup Organization, unpublished report, December 2004.

64 The poll is cited in Amy Zipldn, “The Wisdom of Thoughtfulness,” New York Times, May 31, 2000, p. C5.

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