EVERY PROFESSIONAL in the business world knows cases where highly intelligent and capable executives were promoted to leadership positions and failed, and cases where executives with relatively average intellectual abilities and technical skills were promoted and excelled in similar leadership roles. Such anecdotal stories seem to reinforce the prevailing belief that distinguishing those who possess "leadership abilities" is more an art than a science. After all, exceptional leaders have their own personal style: some are analytical and gentle-toned, while others do not miss the opportunity to proclaim their leadership manifesto. For example, in most mergers, it is preferable to have a skilled negotiator with sensitivity at the helm, whereas in efforts to rescue a company, a leader with more assertiveness is required.

However, as I have found, successful leaders share a common trait: they all possess high levels of emotional intelligence or EQ, as it is commonly called. Of course, this does not mean that IQ and technical skills are unimportant. They are significant, mainly as a minimum threshold of required abilities, that is, as basic prerequisites for accessing a leadership position. Nevertheless, my research, agreeing with other recent studies, clearly demonstrates that emotional intelligence is essential for leadership. Someone may have the best education, a sharp, analytical mind, and endless clever ideas, but without emotional intelligence, they will never become a great leader.