A summary and discussion of articles;

Goleman, D. (1998, fall). The emotional intelligence of leaders. Leader to Leader, 10, 20-26

And

McCrimmon, M. (2005, January) Thought leadership: a radical departure from traditional, positional leadership. Management Decision, 43 (7/8), 1064-1070

Summary 1
Goleman, D. (1998, fall). The emotional intelligence of leaders. Leader to Leader, 10, 20-26
Leadership skills can be derived from various angles and most organizations have a certain style of leadership. Most of these styles come from studies and patterns of growth. Goleman (1998), in this article explains with illustrations how leadership should be construed and how one’s emotions play a huge role towards an effective style of leadership. The way you feel the type of person you are and the actions you take are essential in leadership skills. Leaders in top positions in various organizations have great credentials to show for it but like Goleman pointed out, there are some that lead mainly on what they have studied, that is, their technical expertise. Hence, they are not open to emotionally leading that organization.
Our emotions are who we are, they are imbedded in us. Goleman, goes further to give in-depth illustrations as to how the human brain is linked to what feelings we feel, be it happy or sad, regret or anger. Thinking your actions through before voicing them out has a lot to do with our emotions. Our thinking faculty and the emotional part of our brain (known as the amygdale) work side by side and these two are essential for an effective leadership style, they cannot work single handedly. We learn that through the amygdale, emotional decisions can be eliminated by paying attention to our feelings. Self awareness allows our decision making come from our core values; making a decision that will affect the goals we are making for our tomorrow is a