Leadership and Emotional Intelligence

o In the latter camp, Nelson and Low (2011) are aligned with
Goleman (1995, 1998), in terms of a definition that is more
encompassing than just emotions. Bar-On (1997) linked EI with
attributes for a successful life; more specifically, “to actively and
effectively cope with daily demands and pressures” (Bar-On, 2000,
p.385). [Bar-On (2000) labeled this more holistic perspective as
emotional and social intelligence.] Epstein (2012) opined that this
comprehensive perspective of EI should be retained “so long as it
is understood that it refers to a very broad non-intellectual ability
in which emotions play a key role” (p. 113).
 The divergent EI definitions has caused criticisms to surface. Goleman
(1995, 1998) brings in both psychological and social aspects into EI;
perhaps ironically and for this reason, his work has been disparaged for
not being focused enough (Bar-On, 2000; Epstein, 2012; Hedlund &
Sternberg, 2000; Salovey, Brackett, & Mayer, 2007). Mayer and Salovey
(1997) are equally criticized: to wit, Epstein (2012) posited that there is no
empirical basis for restricting EI to just emotions, that the intelligence of
people’s emotions are not properly measured, and that EI is not
appropriately situated within personality theory. Epstein (2012) also noted
that Bar-On’s (1997, 2000) model does not “determine how well people
adapt emotionally, but [determines] how well they lead their lives”
(Epstein, 2012, p. 112).