Leadership

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Leadership That Gets Results
by Daniel Goleman

Reprint r00204

MARCH – APRIL 2000 Reprint Number

CLAYTON M. CHRISTENSEN AND MICHAEL OVERDORF DANIEL GOLEMAN

Meeting the Challenge of Disruptive Change Leadership That Gets Results Transforming Life, Transforming Business: The Life-Science Revolution How to Fight a Price War What You Need to Know About Stock Options Going Global: Lessons from Late Movers Making Partner: A Mentor’s Guide to the Psychological Journey FORETHOUGHT

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JUAN ENRIQUEZ AND RAY A. GOLDBERG AKSHAY R. RAO, MARK E. BERGEN, AND SCOTT DAVIS BRIAN J. HALL

CHRISTOPHER A. BARTLETT AND SUMANTRA GHOSHAL HERMINIA IBARRA

A CONVERSATION WITH JONATHAN SEELIG VIJAY VISHWANATH AND DAVID HARDING ERIK VAN HECK MARCEL CORSTJENS AND MARIE CARPENTER PETER ROSSI, PHIL DELURGIO, AND DAVID KANTOR SUZY WETLAUFER

Goodbye, B-School The Starbucks Effect The Cutting Edge in Auctions From Managing Pills to Managing Brands Making Sense of Scanner Data HBR CASE STUDY

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When Everything Isn’t Half Enough
THINKING ABOUT...

INDRAJIT SINHA

Cost Transparency: The Net’s Real Threat to Prices and Brands R 0 0 2 1 0 PERSPECTIVES

DAWN LEPORE; JACK ROCKHART; MICHAEL J. EARL; TOM THOMAS; AND PETER McATEER AND JEFFREY ELTON RANDY KOMISAR

Are CIOs Obsolete?
FIRST PERSON

R00212

Goodbye Career, Hello Success
BOOKS IN REVIEW

R00207 R00209

EILEEN C. SHAPIRO

Managing in the Cappuccino Economy

New research suggests that the most effective executives use a collection of distinct leadership styles – each in the right measure, at just the right time. Such flexibility is tough to put into action, but it pays off in performance. And better yet, it can be learned.

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by Daniel Goleman

EADERSHIP THAT GETS ESULTS

sk any group of businesspeople the question “What do effective leaders do?” and you’ll hear a sweep of answers. Leaders set strategy; they motivate; they create a mission; they build a culture. Then ask “What should leaders do?” If the group is seasoned, you’ll likely hear one response: the leader’s singular job is to get results. But how? The mystery of what leaders can and ought to do in order to spark the best performance from their people is age-old. In recent years, that mystery has spawned an entire cottage industry: literally thousands of “leadership experts” have made careers of testing and coaching executives, all in pursuit of creating businesspeople who can turn bold objectives – be they strategic, financial, organizational, or all three – into reality. Still, effective leadership eludes many people and organizations. One reason is that until recently, virtually no quantitative research has demonstrated

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which precise leadership behaviors yield positive results. Leadership experts proffer advice based on inference, experience, and instinct. Sometimes that advice is right on target; sometimes it’s not. But new research by the consulting firm Hay/ McBer, which draws on a random sample of 3,871 executives selected from a database of more than 20,000 executives worldwide, takes much of the mystery out of effective leadership. The research found six distinct leadership styles, each springing from different components of emotional intelligence. The styles, taken individually, appear to have a direct and unique impact on the working atmosphere of a company, division, or team, and in turn, on its financial performance. And perhaps most important, the research indicates that leaders with the best results do not rely on only one leadership style; they use most of them in a given week –seamlessly and in different measure – depending on the harvard business review

March–April 2000

Copyright © 2000 by the President and Fellows of Harvard College. All rights reserved.

ART WORK BY C. F. PAYNE

leadership

Le a d e r s h i p Th a t G e t s R e s u l t s

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