Goleman What Makes A Leader

Páginas: 28 (6898 palabras) Publicado: 22 de enero de 2013
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 nearly 200 large, global companies, Goleman found thatwhile 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, and social skill. These qualities may sound “soft” and unbusinesslike, butGoleman 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 emotional intelligence 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.

http://hbr.org/2004/01/what-makes-a-leader/ar/pr (1 of 22)03/01/2011 01:16:42 p.m.

What Makes a Leader? - Harvard Business Review

Every businessperson knows a story about a highly intelligent, highly skilled executive who was promoted into a leadership position only to fail at the job. And they also know a story aboutsomeone 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. After all, the personal styles of superb leaders vary: Some leaders are subdued and analytical; others shout theirmanifestos 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 most effective leaders are alike in one crucial way: They all have a high degree of what has come to be known as emotional intelligence. It’snot 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 that emotional 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 anendless 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 relationship between 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 someonehas high emotional intelligence, for example, and how can you recognize it in yourself? In the following pages, we’ll explore

http://hbr.org/2004/01/what-makes-a-leader/ar/pr (2 of 22)03/01/2011 01:16:42 p.m.

What Makes a Leader? - Harvard Business Review

these questions, taking each of the components of emotional intelligence— self-awareness, self-regulation, motivation, empathy, andsocial skill—in turn.

Evaluating Emotional Intelligence
Most large companies today have employed trained psychologists to develop what are known as “competency models” to aid them in identifying, training, and promoting likely stars in the leadership firmament. The psychologists have also developed such models for lower-level positions. And in recent years, I have analyzed competency models...
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