studies from the Center for Mindfulness in Medicine, Health Care, and Society not reviewed by Baer but which raise a number of key questions about clinical applicability, study design, and mechanism of action, and (7) current opportunities for professional training and development in mindfulness and its clinical applications.

https://onlinelibrary.wiley.com/doi/pdf/10.1093/clipsy.bpg016

Mindfulness-Based Interventions in Context: Past, Present, and Future

In this study, we describe a psychobiological model of the structure and development of personality that accounts for dimensions of both temperament and character. Previous research has confirmed four dimensions of temperament: novelty seeking, harm avoidance, reward dependence, and persistence, which are independently heritable, manifest early in life, and involve preconceptual biases in perceptual memory and habit formation. For the first time, we describe three dimensions of character that mature in adulthood and influence personal and social effectiveness by insight learning about self-concepts. Self-concepts vary according to the extent to which a person identifies the self as (1) an autonomous individual, (2) an integral part of humanity, and (3) an integral part of the universe as a whole. Each aspect of self-concept corresponds to one of three character dimensions called self-directedness, cooperativeness, and selftranscendence, respectively. We also describe the conceptual background and development of a self-report measure of these dimensions, the Temperament and Character Inventory. Data on 300 individuals from the general population support the reliability and structure of these seven personality dimensions. We discuss the implications for studies of information processing, inheritance, development, diagnosis, and treatment. (Arch Gen Psychiatry. 1993;50:975-990)

https://jamanetwork.com/HttpHandlers/ArticlePdfHandler.ashx?journal=PSYCH&articleId=496431&pdfFileName=archpsyc_50_12_008.pdf

A Psychobiological Model of Temperament and Character

Interventions based on training in mindfulness skills are becoming increasingly popular. Mindfulness involves intentionally bringing one's attention to the internal and external experiences occurring in the present moment, and is often taught through a variety of meditation exercises. This review summarizes conceptual approaches to mind-fulness and empirical research on the utility of mindfulness-based interventions. Meta-analytic techniques were incorporated to facilitate quantification of findings and comparison across studies. Although the current empirical literature includes many methodological flaws, findings suggest that mindfulness-based interventions may be helpful in the treatment of several disorders. Methodologically sound investigations are recommended in order to clarify the utility of these interventions.

/pdf/mindfulness-training-as-a-clinical-intervention-a-conceptual-59f2pz6ioa.pdf

Mindfulness Training as a Clinical Intervention: A Conceptual and Empirical Review

Preface. 1. A Remarkable Convergence. 2. Moral Purpose. 3. Understanding Change. 4. Relationships, Relationships, Relationships. 5. Knowledge Building. 6. Coherence-Making. 7. The Hare and the Tortoise. References. Index. About the Author.

/pdf/leading-in-a-culture-of-change-475g6skgqa.pdf

Leading in a Culture of Change

An outpatient program in behavioral medicine for chronic pain patients based on the practice of mindfulness meditation: Theoretical considerations and preliminary results

Is IQ destiny? Perhaps not nearly as much as humans think. This text argues that our view of human intelligence is far too narrow, ignoring a crucial range of abilities that matter immensely in terms of how we do in life. Drawing on brain and behavioural research, the author shows the factors at work when people of high IQ flounder and those of modest IQ do surprisingly well. These factors add up to a different way of succeeding in life - one the author terms "emotional intelligence". Emotional intelligence includes self-awareness and impulse control, persistence, zeal and self-motivation, empathy and social deftness. These are the qualities that mark people that excel. They are also the hallmarks of character and self-discipline, of altruism and compassion. As Goleman demonstrates, the personal costs of deficits in emotional intelligence can range from problems in marriage and poor physical health in adults to eating disorders and depression in children. But the news is hopeful. Emotional intelligence is not fixed at birth. Goleman's argument gives insights into the brain architecture underlying emotion and rationality. He shows how emotional intelligence can be nurtured and strengthened in all of us. Since the emotional lessons a child learns actually sculpt the brain's circuitry, Goleman provides detailed guidance as to how parents and schools can benefit from this.

Emotional Intelligence: Why It Can Matter More Than IQ

In Working with Emotional Intelligence,Goleman reveals the skills that distinguish star performers in every field, form entry-level jobs to top executive positions. He shows that the single most important factor is not IQ, advanced degrees, or technical expertise, but the quality Goleman calls emotional intelligence. self-awareness, self-confidence, and self-control; commitment and integrity; the ability to communicate and influence, to initiate and accept change--these competencies are at a premium in today's job market.

/pdf/working-with-emotional-intelligence-ue8gk1ye02.pdf

Working with Emotional Intelligence

Preface Acknowledgments Part I The Power of Emotional Intelligence 1. Primal Leadership 2. Resonant Leadership 3. The Neuroanatomy of Leadership 4. The Leadership Repertoire 5. The Dissonant Styles: Apply with Caution Part II Making Leaders 6. Becoming a Resonant Leader: The Five Discoveries 7. The Motivation to Change 8. Metamorphosis: Sustaining Leadership Change Part III Building Emotionally Intelligent Organizations 9. The Emotional Reality of Teams 10. Reality and the Ideal Vision: Giving Life to the Organization's Future 11. Creating Sustainable Change Appendix A EI versus IQ: A Technical Note Appendix B Emotional Intelligence: Leadership Competencies Notes Index About the Authors

/pdf/primal-leadership-realizing-the-power-of-emotional-bbiuyftn0r.pdf

Primal leadership : realizing the power of emotional intelligence

Superb leaders have very different ways of directing a team, a division, or a company. Some are subdued and analytical; others are charismatic and go with their gut. And different situations call for different types of leadership. Most mergers need a sensitive negotiator at the helm, whereas many turnarounds require a more forceful kind of authority. Psychologist and noted author Daniel Goleman has found, however, that effective leaders are alike in one crucial way: they all have a high degree of what has come to be known as emotional intelligence. In fact, Goleman's research at nearly 200 large, global companies revealed that emotional intelligence--especially at the highest levels of a company--is the sine qua non for leadership. Without it, a person can have first-class training, an incisive mind, and an endless supply of good ideas, but he still won't make a great leader. The components of emotional intelligence--self-awareness, self-regulation, motivation, empathy, and social skill--can sound unbusinesslike. But exhibiting emotional intelligence at the workplace does not mean simply controlling your anger or getting along with people. Rather, it means understanding your own and other people's emotional makeup well enough to move people in the direction of accomplishing your company's goals. In this article, the author discusses each component of emotional intelligence and shows through examples how to recognize it in potential leaders, how and why it leads to measurable business results, and how it can be learned. It takes time and, most of all, commitment. But the benefits that come from having a well-developed emotional intelligence, both for the individual and the organization, make it worth the effort.

What Makes a Leader

Emotional Intelligence-the ability to manage one and their relationships effectively-consists of four fundamental capabilities self-awareness, self-management, social awareness, and social skill. This chapter provides six styles of leadership. They are coercive leaders, authoritative leaders, affiliative leaders, democratic leaders, pacesetting leaders, and coaching leaders. Coercive leadership has a damaging effect on the rewards system. Most high-performing workers are motivated by more than money–they seek the satisfaction of work well done. The coercive style erodes such pride. Authoritative leadership maximizes commitment to the organization's goals and strategy. By framing the individual tasks within a grand vision, the authoritative leader defines standards that revolve around that vision. Affiliative leaders are masters at building a sense of belonging. They are, for instance, likely to take their direct reports out for a meal or a drink, one-on-one, to see how they're doing. They will bring in a cake to celebrate a group accomplishment.

http://www.enterprisingminds.ca/download/leadership_that_gets_results.pdf

Daniel Goleman

Papers

Emotional Intelligence: Why It Can Matter More Than IQ

Working with Emotional Intelligence

Primal leadership : realizing the power of emotional intelligence

What Makes a Leader

Leadership That Gets Results