What Makes a Leader? (HBR OnPoint Enhanced Edition)

What Makes a Leader? (HBR OnPoint Enhanced Edition)
by Daniel Goleman

What Makes a Leader? (HBR OnPoint Enhanced Edition)
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Book Summary Information

Author: Daniel Goleman
Edition: Digital
Format: Download: PDF
Published: 2000-02-01
ISBN: N/A
Number of pages: 12
Publisher: Harvard Business Review

Book Reviews of What Makes a Leader? (HBR OnPoint Enhanced Edition)

Book Review: The five components of emotional intelligence
Summary: 5 Stars

Daniel Goleman is co-chairman of the Consortium for Research on Emotional Intelligence in Organizations, based at Rutgers University. He is the author of the bestsellers 'Emotional Intelligence' (1995) and 'Working with Emotional Intelligence' (1998). This article was published in the November-December 1998 issue of the Harvard Business Review.

"... 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." Thankfully, according to the author, people can develop their emotional intelligence. In this article the author discusses the five components of emotional intelligence: (1) self-awareness, (2) self-regulation, (3) motivation, (4) empathy, and (5) social skill. Each of these components are discussed in detail and complemented with examples. In addition, the author complements this with a discussion on whether you can learn emotional intelligence: "It's important to emphasize that building one's emotional intelligence cannot - will not - happen without sincere desire and concerted effort."

Nice, clear article on the softer side of leadership. The author explains that leadership is not just built on IQ and technical ability, but needs a healthy proportion of emotional skills. Readers have the choice to continue with Daniel Goleman's books or his 2000-article 'Leadership that Gets Results'. The author has a understandable US-English writing style.

Summary of What Makes a Leader? (HBR OnPoint Enhanced Edition)

In this landmark article, Daniel Goleman, the premier expert in the emotional intelligence movement describes why emotional intelligence is the crucial component of leadership and how it shows itself at work. The author also describes how emotional intelligence can be enhanced by a distinctly different approach to human resource training. Different 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. The author has found 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. Exhibiting emotional intelligence at the workplace means understanding your own and other people's emotional makeup well enough to move people in the direction of accomplishing your company's goals.
This is an enhanced edition of HBR article 98606, originally published in November/December 1998. HBR OnPoint articles save you time by enhancing an original Harvard Business Review article with an overview that draws out the main points and an annotated bibliography that points you to related resources. This enables you to scan, absorb, and share the management insights with others. In this landmark article, Daniel Goleman, the premier expert in the emotional intelligence movement describes why emotional intelligence is the crucial component of leadership and how it shows itself at work. The author also describes how emotional intelligence can be enhanced by a distinctly different approach to human resource training. Different 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. The author has found 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. Exhibiting emotional intelligence at the workplace means understanding your own and other people's emotional makeup well enough to move people in the direction of accomplishing your company's goals.

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