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What Makes a Leader? - Harvard Business Review
















What Makes a Leader?



by Daniel Goleman



It was Daniel Goleman who first brought the term “emotional intelligence” to a

wide audience with his 1995 book of that name, and it was Goleman who first

applied the concept to business with his 1998 HBR article, reprinted here. In

his research at nearly200 large, global companies, Goleman found that while

the qualities traditionally associated with leadership—such as intelligence,

toughness, determination, and vision—are required for success, they are

insufficient. Truly effective leaders are also distinguished by a high degree of

emotional intelligence, which includes self-awareness, self-regulation,

motivation, empathy, andsocial skill.



These qualities may sound “soft” and unbusinesslike, but Goleman found

direct ties between emotional intelligence and measurable business results.

While emotional intelligence’s relevance to business has continued to spark

debate over the past six years, Goleman’s article remains the definitive

reference on the subject, with a description of each component of emotionalintelligence and a detailed discussion of how to recognize it in potential

leaders, how and why it connects to performance, and how it can be learned.




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What Makes a Leader? - Harvard Business Review


Every businessperson knows a story about a highly intelligent, highly skilled

executive who waspromoted into a leadership position only to fail at the job.

And they also know a story about someone with solid—but not extraordinary—

intellectual abilities and technical skills who was promoted into a similar

position and then soared.



Such anecdotes support the widespread belief that identifying individuals with

the “right stuff” to be leaders is more art than science. Afterall, the personal

styles of superb leaders vary: Some leaders are subdued and analytical;

others shout their manifestos from the mountaintops. And just as important,

different situations call for different types of leadership. Most mergers need a

sensitive negotiator at the helm, whereas many turnarounds require a more

forceful authority.



I have found, however, that the mosteffective leaders are alike in one crucial

way: They all have a high degree of what has come to be known as emotional

intelligence. It’s not that IQ and technical skills are irrelevant. They do matter,

but mainly as “threshold capabilities”; that is, they are the entry-level

requirements for executive positions. But my research, along with other recent

studies, clearly shows thatemotional intelligence is the sine qua non of

leadership. Without it, a person can have the best training in the world, an

incisive, analytical mind, and an endless supply of smart ideas, but he still

won’t make a great leader.



In the course of the past year, my colleagues and I have focused on how

emotional intelligence operates at work. We have examined the relationshipbetween emotional intelligence and effective performance, especially in

leaders. And we have observed how emotional intelligence shows itself on the

job. How can you tell if someone has high emotional intelligence, for example,

and how can you recognize it in yourself? In the following pages, we’ll explore



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What Makes a Leader? - Harvard Business Review


these questions, taking each of the components of emotional intelligence—

self-awareness, self-regulation, motivation, empathy, and social skill—in turn.





























Evaluating Emotional Intelligence


Most large companies today have employed trained psychologists to develop

what are...