Frasi di Daniel Goleman (17 frasi) | Citazioni e frasi celebri

Daniel Goleman: 17 frasi 2 Mi piace

Daniel Goleman frasi celebri

“Gli individui capaci di prestazioni superiori cercano attivamente il feedback: vogliono sapere come sono percepiti dagli altri, e si rendono conto che si tratta di informazioni preziose.”

Daniel Goleman

libro Lavorare con intelligenza emotiva: Come inventare un nuovo rapporto con il lavoro

“[Sharmayne Williams:]… puoi avere tutte le emozioni possibili, ma non devi permettere che siano loro a manovrarti.”

Daniel Goleman

Lavorare con intelligenza emotiva

“Una rivoluzione non nasce dall'introduzione di una nuova tecnologia, ma dalla conseguente adozione di nuovi comportamenti. La trasparenza radicale conterà come forza di mercato solo se riuscirà a diventare un fenomeno di massa; è necessario che un alto numero di consumatori prendano una quantità enorme di piccole decisioni basate su questo genere di informazioni. […] Grazie al social networking, anche la reazione di un singolo consumatore a un prodotto si trasforma in una forza che potrebbe innescare un boicottaggio oppure avviare affari d'oro per nuove imprese. […] I più giovani sono sempre in contatto, attraverso Internet, come non è mai accaduto prima d'ora e si scambiano informazioni affidabili, prendendosi gioco, al contempo, di quelle fonti su cui si basavano le generazioni precedenti. Non appena i consumatori – specialmente quelli delle ultime generazioni – si sentono compiaciuti o irritati per la cascata di rivelazioni che la trasparenza offre sui prodotti, diffondono istantaneamente le notizie.”

Daniel Goleman

da Un brusio in rapida crescita, in Intelligenza ecologica, tradotto da D. Didero, Rizzoli, Milano 2009

“Ética para un nuevo milenio. Si”

Daniel Goleman

EMOCIONES DESTRUCTIVAS:Cómo entenderlas y superarlas

Daniel Goleman: Frasi in inglese

“In a very real sense we have two minds, one that thinks and one that feels. These two fundamentally different ways of knowing interact to construct our mental life.”

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Daniel Goleman

Origine: Emotional Intelligence: Why It Can Matter More Than IQ (1995), p. 8

“people's emotions are rarely put into words, far more often they are expressed through other cues.
the key to intuiting another's feelings is in the ability to read nonverbal channels, tone of voice, gesture, facial expression and the like”

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Daniel Goleman

Origine: Emotional Intelligence: Why It Can Matter More Than IQ

“People who are emotionally adapt — who know and manage their feelings well, and who read and deal effectively with other people's feelings — are at an advantage in any domain in life, whether in romance and intimate relationships or picking up the unspoken rules that govern success in organizational politics.”

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Daniel Goleman

Origine: Emotional Intelligence: Why It Can Matter More Than IQ (1995), p. 36

“Feelings are self-justifying, with a set of perceptions and "proofs" all their own.”

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Daniel Goleman

Origine: Emotional Intelligence: Why It Can Matter More Than IQ (1995), p. 295

“The range of what we think and do is limited by what we fail to notice. And because we fail to notice that we fail to notice there is little we can do to change until we notice how failing to notice shapes our thoughts and deeds.”

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Daniel Goleman

“There are many leaders, not just one. Leadership is distributed. It resides not solely in the individual at the top, but in every person at every level who, in one way or another, acts as a leader to a group of followers — wherever in the organization that person is, whether shop steward, team head, or CEO.”

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Daniel Goleman

Daniel Goleman, Richard Boyatzis and Annie McKee (2002) Primal Leadership: Realizing the Power of Emotional Intelligence. p. xiii-xiv

“IQ is a genetic given that cannot be changed by life experience, and that our destiny in life is largely fixed by these aptitudes.”

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Daniel Goleman

Origine: Emotional Intelligence: Why It Can Matter More Than IQ (1995), p. xi

“If your emotional abilities aren't in hand, if you don't have self-awareness, if you are not able to manage your distressing emotions, if you can't have empathy and have effective relationships, then no matter how smart you are, you are not going to get very far.”

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Daniel Goleman

Daniel Goleman (1995) cited in: John O. Dozier (2010) The Weeping, the Window, the Way. p. 130

“Our emotional intelligence determines our potential for learning the practical skills that are based on its five elements: self-awareness, motivation, self-regulation, empathy, and adeptness in relationships”

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Daniel Goleman

Origine: Working with Emotional Intelligence (1998), p. 24

“Effective leaders are alike in one crucial way: They all have a high degree of what has come to be known as emotional intelligence. It’s not that IQ and technical skills are irrelevant. They do matter, but mainly as “threshold capabilities”; that is, they are the entry-level requirements for executive positions. But my research, along with other recent studies, clearly shows that emotional intelligence is the sine qua non of leadership.”

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Daniel Goleman

Origine: IQ and technical skills are important, but emotional intelligence is the sine qua non of leadership (1998), p. 94

“Emotional Intelligence' refers to the capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships. It describes abilities distinct from, but complementary to, academic intelligence, the purely cognitive capacities measured by IQ.”

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Daniel Goleman

Origine: Working with Emotional Intelligence (1998), p. 317

“There is an old-fashioned word for the body of skills that emotional intelligence represents: character.”

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Daniel Goleman

Origine: Emotional Intelligence: Why It Can Matter More Than IQ (1995), p. 285

“Every businessperson knows a story about a highly intelligent, highly skilled executive who was promoted into a leadership position only to fail at the job. And they also know a story about someone with solid—but not extraordinary—intellectual abilities and technical skills who was promoted into a similar position and then soared.
Such anecdotes support the widespread belief that identifying individuals with the “right stuff” to be leaders is more art than science. After all, the personal styles of superb leaders vary: Some leaders are subdued and analytical; others shout their manifestos from the mountaintops. And just as important, different situations call for different types of leadership. Most mergers need a sensitive negotiator at the helm, whereas many turnarounds require a more forceful authority.”

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Daniel Goleman

Origine: IQ and technical skills are important, but emotional intelligence is the sine qua non of leadership (1998), p. 93-94

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