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

Appeared in Reuven Bar-On and James D.A. Parker (editors)(2000), Handbook of Emotional Intelligence, San Francisco: Jossey-Bass, pages 343-362. Correspondence should be addressed to Richard E. Boyatzis, Department of Organizational Behavior, Weatherhead School of Management, Case Western Reserve University, 10900 Euclid Avenue, Cleveland, Ohio, USA, 44106-7235. Reproduced by The Consortium for Research on Emotional Intelligence in Organizations with special permission of the authors.

Clustering competence in emotional intelligence: Insights from the Emotional Competence Inventory.

Author Daniel Goleman explores the manner in which the brain is designed to engage in brain-to-brain “hookups” with others, and how these interactions affect both our social interactions and physical/mental well being. Based upon conceptualizations pioneered by Edward Thorndike, Goleman analyzes a traditional concept of social intelligence for the purpose of developing a revised model that consists of two categories: Social awareness (e.g., assessing the feelings of others) and social facility (e.g., awareness of how people present themselves). Goleman also explores advances in neuroscience that have made it possible for scientists and psychologists to study the ways in which emotions and biology work together.

/pdf/social-intelligence-the-new-science-of-human-relationships-f7xu2awuta.pdf

Social Intelligence: The New Science of Human Relationships

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 of 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

Foreword by Warren Bennis. Preface. The Editors. The Contributors. PART ONE: DEFINING AND ASSESING EMOTIONAL INTELLIGENCE. Emotional Intelligence and Organizational Effectiveness (C. Cherniss). Emotional Intelligence: Issues in Paradigm-Building (D. Goleman). An EI-Based Theory of Performance (D. Goleman). The Economic Value of Emotional Intelligence Competencies and EIC-Based HR Programs (L. Spencer). Measurement of Individual Emotional Competence (M. Gowing). Group Emotional Competence and Its Influence on Group Effectiveness (Vanessa Druskat and Steven Wolff). PART TWO: HUMAN RESOURCE APPLICATIONS AND EMOTIONAL INTELLIGENCE. Using Human Resource Functions to Enhance Emotional Intelligence (Ruth Jacobs). The Challenge of Hiring Senior Executives (Claudio Fernandez-Aroz). PART THREE: EFFECTIVE SOCIAL AND EMOTIONAL LEARNING IN ORGANIZATIONS. Training for Emotional Intelligence: A Model (Cary Cherniss and Daniel Goleman). How and Why Individuals Are Able to Develop Emotional Intelligence (Richard Boyatzis). Developing Emotional Competence through Relationships at Work (Kathy Kram and Cary Cherniss). Implementing Emotional Intelligence Programs in Organizations: The American Express Financial Advisors Case (C. Cherniss & R. Caplan). References.

The emotionally intelligent workplace : how to select for, measure, and improve emotional intelligence in individuals, groups, and organizations

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

Daniel Goleman

Papers

Clustering competence in emotional intelligence: Insights from the Emotional Competence Inventory.

Social Intelligence: The New Science of Human Relationships

What makes a leader

The emotionally intelligent workplace : how to select for, measure, and improve emotional intelligence in individuals, groups, and organizations

Primal leadership : learning to lead with emotional intelligence