When asked to define the ideal leader, many will emphasize qualities such as intelligence, toughness, determination, and vision—qualities traditionally associated with leadership. Often overlooked are softer, personal attributes—but they are also essential. Although a certain degree of analytical and technical skill is a minimum requirement for success, studies suggest that emotional intelligence may be the key attribute that distinguishes outstanding from average. Psychologist and author Daniel Goleman first introduced the term "emotional intelligence" to a wide audience with his book of the same title in 1995 and first applied it to the business world with a classic article in the Harvard Business Review in 1998. In his research of almost 200 large, global companies, he found that truly effective leaders are distinguished by a high degree of emotional intelligence. Without it, a person can have the best training, an incisive mind, and an endless supply of smart ideas, but still not be a great leader. The main components of emotional intelligence—self-awareness, self-regulation, motivation, empathy, and social skills—may sound unbusinesslike, but Goleman found direct ties between emotional intelligence and measurable business results.
The Harvard Business Review Classics series gives you the opportunity to make seminal Harvard Business Review articles a permanent part of your management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world—and will have a direct impact on you today and for years to come. Pages: 80, Dimensions: 10.7x10.7cm
