Emotional intelligence is a combination of competencies. These skills contribute to a person’s ability to manage and monitor his or her own emotions, to correctly gauge the emotional state of others and to influence opinions (Goleman, 1998). Goleman describes a model of five dimensions. Each area has its own set of behavioral attributes as follows.

Has a short-range view Has a long-range perspective

4. Empathy is the understanding of others by being aware of their needs, perspectives, feelings, concerns, sensing the developmental needs of others.

In this paper, and to a large extent throughout the popular business culture, the role of a manager has been negatively portrayed as an insular person who resists change and has very little leadership to offer. Quy Nguyen Huy however, would not be so quick to dismiss the contributions of the stereotypical middle manager in particular. It is argued here, and supported by Huy in his (2001) Harvard Business Review published article “In praise of middle managers”, that managers must not always be leaders. Huy contends that very often middle managers are in fact leaders. However, even when acting within the manager role as it has been defined in this paper, Huy maintains that middle managers often make valuable contributions to their companies, particularly during periods of radical change.

Leaders and managers also have much different conceptions of work itself. Leaders develop new approaches to long-standing problems. Leaders work in high-risk positions because of a strong aversion to mundane work. Conversely, managers view work as an enabling process. Managers tolerate practical, mundane work because of a strong survival instinct that makes them risk-averse. They are good at reaching compromises and mediating conflicts between opposing perspectives, but lack the influence to avoid future conflicts (Goleman, 1998).

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