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
that while the qualities traditionally associated with
leadershipsuch as intelligence, toughness, determination, and
visionare 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, 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 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.
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 about someone with solidbut not
extraordinaryintellectual abilities and technical skills who
was promoted into a similar position and... [continues]
Cite This Essay
(2005, 04). What Makes a Leader?. StudyMode.com. Retrieved 04, 2005, from http://www.studymode.com/essays/Makes-Leader-53229.html
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"What Makes a Leader?." StudyMode.com. 04, 2005. Accessed 04, 2005. http://www.studymode.com/essays/Makes-Leader-53229.html.