戈尔曼（Goleman）（1998）认为，工作场所的情商会优先于技术智商和智商。事实上，戈尔曼认为，智商和技术情报实际上只被视为一种门槛能力。情绪智力实际上可以帮助一个人在他们的领导角色中翱翔。我写关于情商的文章，因为我认为这是我目前对领导力发展最为关键的事情。研究者在情商的背景下定义的一些关键方面如下。主要是有自我意识，情绪智力的领导者能够在特定的时间，他们的动机，他们对他们周围的人的驱动和影响（Avolio和加德纳，2005年; Ashkanasy和达斯伯勒，2003年）了解自己的情绪。这使他们自信，他们有一个清晰的现实评估。他们甚至可能拥有一种自我贬低的幽默感，让他人感到舒适。我相信，作为一个人，我必须学会原谅自己的小事，而不是在任何时候都太过挑剔和分析。其次，情商高的人是自律的，有控制情绪的能力，可以分配时间，而不必事先判断情况。这使得他们非常值得信赖。他们被认为是更加开放的变化，也是模棱两可的。第三，这种情绪智力型领导被认为是自我激励的（Cooper和Sawaf，1998; Kerr等，2006）。他们有理由超越金钱的迫切需要，这使得他们即使看起来没有外部世界，也会被强烈的驱使和乐观。第四，这些人是高度的移情，能够理解人的情感化妆。他们擅长阅读人们的情感，因此在处理客户或顾客方面更具跨文化敏感性和专家意识。最后，这样一个人的社交能力使他们在建立关系和共同管理他们方面非常精通。当谈到社交团队时，他们非常有说服力（Day，2001; Walumbwa等人，2008）。我相信在帮助我的朋友和为另外两个目标而努力，我的自我意识和更多的意识是帮助我成为一个更好的领导者。
Goleman (1998) argues that emotional intelligence in the workplace would take precedence over even technical intelligence and IQ. In fact, Goleman states that IQ and technical intelligence would in fact be considered only as a threshold capability. It is emotional intelligence that would actually help a person soar in their leadership role. I write about emotional intelligence because I believe this is the most critical thing for me to work on for leadership development at present. Some of the key aspects that researcher defines as necessary in the context of emotional intelligence are as follows. Primarily there is self-awareness, the leader who is emotionally intelligent is able to understand their emotions at a specific time, their motivations, their drive and effect on the people around them (Avolio and Gardner, 2005; Ashkanasy and Dasborough, 2003). This makes them self-confident and they have a clear realistic assessment. They might even possess a self-deprecating sense of humor that makes others comfortable around them. I believe that as an individual I have to learn to forgive myself for little things and not be too critical and analytical at all times. Secondly, people with high emotional intelligence are self-regulated and have the ability to control their moods, and can allot time before acting without judging the situation. This makes them very trustworthy. They are considered more open to change and ambiguous as well. Thirdly, such an emotionally intelligent leader is considered as being self-motivated (Cooper and Sawaf, 1998; Kerr et al., 2006). They have a reason to work beyond the immediate necessity of money and this makes them be strongly driven and optimistic even when it looks like they have failed to the external world. Fourthly, these people are highly empathetically and are able to understand people’s emotional makeup. They are skilled in reading people’s emotions and hence are more cross culturally sensitive and experts in dealing with clients or customers. Finally, the social skills of such a person make them very proficient when it comes to building relationships and managing them on common ground. They are highly persuasive when it comes to social teams (Day, 2001; Walumbwa, et al., 2008). I believe in helping my friend and working on the other two goals, my sense of self, awareness and more are what would aid me to be a better leader.