Self-regulators who control these impulses run a much lower risk of engaging in such behavior. While self-awareness and self-regulation are two components of emotional intelligence that help leaders keep the negative in check, the positive emotional intelligence component of motivation is present in "virtually all effective leaders" (Goleman 99). Goleman writes that the difference between motivation for leaders and motivation for others comes down to achievement. While many people are motivated to earn larger salaries or other benefits for themselves, leaders are motivated to achieve for achievement's sake. People that are truly energized by their jobs, "love to learn," and are proud when they do a good job are probably motivated to achieve for achievement's sake (Goleman 99). In addition, those who experience this type of motivation often want to consider other ways that their work might be done more effectively and love to ask questions. Some ways that companies may use to identify those who are seriously motivated include determining those who have a clear track record about their achievements, love their work, and feel "commitment to the organization" (100). These people do not just see achievement in terms personal perks, but instead for the sake of the profession and the company.

Although personal involvement and motivation to succeed is important,...

According to Goleman, "empathy is particularly important today...for at least three reasons: the increasing use of teams; the rapid pace of globalization; and the growing need to retain talent" (100). Leaders that show empathy are more likely to relate to their employees, as well as their customers and clients. Cross-cultural dialog, as well as the need to promote an atmosphere of collaboration and positive behavior, are two important reasons why empathy is important.
Finally, Goleman suggests that social skill, or "friendliness with a purpose," collaborates with empathy to identify workers who "manage relationships with others" (101). People with social skills usually know many people, and they can easily come to an agreement with others. Thus, social skills allow leaders to move "people in the direction you desire" (101). In this way, leaders can hasten results and camaraderie within the group. As "social skill is the culmination of the other dimensions of emotional intelligence," people who can control themselves and direct others tend to have high degrees of social skill. Thus, while high IQs and training may be necessary for leadership, knowing how to manage one's self and others is perhaps a greater indicator of who would…