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by Daniel Goleman ESULTS
SIS ANY GROUP of businesspeople which precise leademhip behaviors yield
A leadersthe question do?" "Whatand you'll do effective hear a positivefer advice results. based onLeadership inference, experts experience, prof-
sweep of answers. Leaders set strategy; and instinct. Sometimes that advice is
they motivate; they create a mission; they Rbuild a tight on target; sometimes it's not.
culture. Then ask "What should leaders do?" If the But new research by the consulting firm Hay/
group is seasoned, you'll likely hear one zeaponse: McBer, which draws on a random sample of 3,871
the leader's s&ar job is to get results. executives selected from a database of more than
But how! The mysterg of what leaders can and zo,ooo executives worldwide, takes much of the
ought to do in order to spark the best performance mystery out of effective leadetship. The research '
from the* people is age-old. In recent years, that found six distinct leadership styles, each springing
mystery has spawned an entire cottage industry: from ponents of emotional intelli-
literally thousands of "leadership eqerts" have gence. The styles, taken individually, appear tohave
made careers of testing and coaching executives, all a direct and unique impact on the working atmo-
in pursuit of creating businesspeople who can turn sphere of pany, division, or team, and in turn, $
boldobjectives-be they strategic, hancial, organi- on its financial performance. And perhaps most $
zational, or allthree-into reality. important, the research indicates that leaders with .i
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Still, effective leadership eludes many people and the best results do not rely on only one leadership g
organizations. One reasonis that until reo