文档介绍：What Makes a Leader
What Makes a Leader?by Daniel GolemanHarvard BusinessReviewReprint 98606
IQ and technical skills are important, but emotionalintelligence is the sine qua non of Makes a Leader?by daniel golemanEvery businesspersonknows a story about a highly intelligent, highlyskilled executive who was promoted into a leader-ship position only to fail at the job. And they alsoknow a story about someone with solid–but notextraordinary–intellectual abilities and technicalskills who was promoted into a similar positionand then anecdotes support the widespread beliefthat identifying individuals with the “right stuff”to be leaders is more art than science. After all, thepersonal styles of superb leaders vary: some lead-ers are subdued and analytical; others shout theirmanifestos from the mountaintops. And just asimportant, different situations call for different Daniel Goleman is the author of 1>Emotional 2>Intelligence (Ban-tam, 1995) and Working with Emotional Intelligence (Bantam,1998). He is cochairman of the Consortium for Research onEmotional Intelligence anizations, which is based at Rut-gers University’s Graduate School of Applied and ProfessionalPsychology in Piscataway, New can be reached ******@.artwork by craig frazierCopyright ? 1998 by the President and Fellows of Harvard College. All rights reserved.
what makes a leader?types of leadership. Most mergers need a sensitiveabilities like analytical reasoning; peten-negotiator at the helm, whereas many turnaroundscies demonstrating emotional intelligence such asrequire a more forceful ability to work with others and effectiveness inI have found, however, that the most effectiveleading are alike in one crucial way: they all have aTo create some of petency models, psy-high degree of what e to be known as emo-chologists asked senior managers at paniestional intelligence. It’s not that IQ and technicalto identify the capabilities that typif