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1、HBRFROMTHEHARVARDBUSINESSREVIEWOnPointARTICLEWhatdistinguishesWhatMakesaLeader?theoutstandingleaderbyDanielGolemanfromthemerelyadequate?Emotionalintelligence—apowerfulcombinationofself-managementskillsandtheabilitytoworkwithothers.Newsectionstoguideyouthroughth
2、earticle:•TheIdeainBrief•TheIdeaatWork•ExploringFurther...PRODUCTNUMBER3790THEIDEAINBRIEFWhatMakesaLeader?Atodefinetheidealleader,manyattributethatdistinguishesoutstandingper-wouldemphasizetraitssuchasintelligence,formersfromthosewhoaremerelyadequate.toughn
3、ess,determination,andvision.OftenForexample,ina1996studyofaglobalfoodleftoffthelistaresofter,morepersonalquali-andbeveragecompany,whereseniormanagersties—butrecentstudiesindicatethattheyarehadacertaincriticalmassofemotionalintelli-alsoessential.Althoughacertain
4、degreeofgence,theirdivisionsoutperformedyearlyanalyticalandtechnicalskillisaminimumearningsgoalsby20%.Divisionleaderswithoutrequirementforsuccess,whatiscalledthatcriticalmassunderperformedbyalmost“emotionalintelligence”maybethekeythesameamount.THEIDEAATWORKT
5、arefivecomponentstoemotionalstartswithempathy—takingintoaccountintelligence:self-awareness,self-regulation,thefeelingsofotherswhenmakingdeci-motivation,empathy,andsocialskill.Allfivesions—asopposedtotakingoneveryone’straitssounddesirabletojustabouteveryone.tro
6、ubles.Butorganizationstoooftenimplicitlydiscour-agetheirpeoplefromdevelopingthem.EXAMPLE:Considertwodivisionchiefsatacompanyforcedtomakelayoffs.Onemanagergaveahard-Self-managementskillshittingspeechemphasizingthenumberof1.Self-awareness.Emotionalintelligencepeo
7、plewhowouldbefired.Theothermanager,beginswiththistrait.Peoplewithahighwhilenothidingthebadnews,tookintoaccountdegreeofself-awarenessknowtheirweak-hispeople’sanxieties.Hepromisedtokeeptheminformedandtotreateveryonefairly.Manyexec-nessesandaren’tafraidtotalkabout
8、them.utiveswouldhaverefrainedfromsuchashowSomeonewhounderstandsthatheworksofconsideration,lesttheyappeartolacktough-poorlyundertightdeadlines,forexample,ness.Butthetoughmana