When asked to define the ideal leader, many would emphasize traits such
as intelligence, toughness, determination, and vision--the qualities
traditionally associated with leadership. Often left off the list are
softer, more personal qualities--but they are also essential. Although a
certain degree of analytical and technical skill is a minimum
requirement for success, studies indicate that emotional intelligence
may be the key attribute that distinguishes outstanding performers from
those who are merely adequate. Psychologist and author Daniel Goleman
first brought the term "emotional intelligence" to a wide audience with
his 1995 book of the same name, and Goleman first applied the concept to
business with a 1998 classic Harvard Business Review article. In his
research at nearly 200 large, global companies, Goleman found that truly
effective leaders are distinguished by a high degree of emotional
intelligence. Without it, a person can have first-class training, an
incisive mind, and an endless supply of good ideas, but he or she still
won't be a great leader. The chief components of emotional
intelligence--self-awareness, self-regulation, motivation, empathy, and
social skill--can sound unbusinesslike, but Goleman found direct ties
between emotional intelligence and measurable business results.
The Harvard Business Review Classics series offers you the opportunity
to make seminal Harvard Business Review articles a part of your
permanent management library. Each highly readable volume contains a
groundbreaking idea that continues to shape best practices and inspire
countless managers around the world--and will have a direct impact on
you today and for years to come.
