HBR's 10 Must Reads on Emotional Intelligence (with featured article "What Makes a Leader?" by Daniel Goleman)(HBR's 10 Must Reads). Daniel Goleman

HBR's 10 Must Reads on Emotional Intelligence (with featured article


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      HBR’s 10 Must Reads series is the definitive collection of ideas and best practices for aspiring and experienced leaders alike. These books offer essential reading selected from the pages of Harvard Business Review on topics critical to the success of every manager.

      Titles include:

      HBR’s 10 Must Reads 2015

      HBR’s 10 Must Reads on Change Management

      HBR’s 10 Must Reads on Collaboration

      HBR’s 10 Must Reads on Communication

      HBR’s 10 Must Reads on Emotional Intelligence

      HBR’s 10 Must Reads on Innovation

      HBR’s 10 Must Reads on Leadership

      HBR’s 10 Must Reads on Making Smart Decisions

      HBR’s 10 Must Reads on Managing People

      HBR’s 10 Must Reads on Managing Yourself

      HBR’s 10 Must Reads on Strategic Marketing

      HBR’s 10 Must Reads on Strategy

      HBR’s 10 Must Reads on Teams

      HBR’s 10 Must Reads: The Essentials

      On

       Emotional Intelligence

      HARVARD BUSINESS REVIEW PRESS

      Boston, Massachusetts

       Copyright

       HBR Press Quantity Sales Discounts

      Harvard Business Review Press titles are available at significant quantity discounts when purchased in bulk for client gifts, sales promotions, and premiums. Special editions, including books with corporate logos, customized covers, and letters from the company or CEO printed in the front matter, as well as excerpts of existing books, can also be created in large quantities for special needs.

      For details and discount information for both print and ebook formats, contact [email protected], tel. 800-988-0886, or www.hbr.org/bulksales.

      Copyright 2015 Harvard Business School Publishing Corporation

      All rights reserved

      No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to [email protected], or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163.

      First eBook Edition: May 2015

      ISBN: 978-1-6336-9019-6

      Contents

       Copyright

      by Daniel Goleman

       Primal Leadership: The Hidden Driver of Great Performance

      by Daniel Goleman, Richard Boyatzis, and Annie McKee

       Why It’s So Hard to Be Fair

       by Joel Brockner

       Why Good Leaders Make Bad Decisions

       by Andrew Campbell, Jo Whitehead, and Sydney Finkelstein

       Building the Emotional Intelligence of Groups

       by Vanessa Urch Druskat and Steven B. Wolff

       The Price of Incivility: Lack of Respect Hurts Morale—and the Bottom Line

       by Christine Porath and Christine Pearson

       How Resilience Works

       by Diane L. Coutu

       Emotional Agility: How Effective Leaders Manage Their Negative Thoughts and Feelings

       by Susan David and Christina Congleton

       Fear of Feedback

       by Jay M. Jackman and Myra H. Strober

       The Young and the Clueless

       by Kerry A. Bunker, Kathy E. Kram, and Sharon Ting

       About the Contributors

       Index

       What Makes a Leader?

      by Daniel Goleman

      EVERY BUSINESSPERSON KNOWS a story about a highly intelligent, highly skilled executive who was promoted into a leadership position only to fail at the job. And they also know a story about someone with solid—but not extraordinary—intellectual abilities and technical skills who was promoted into a similar position and then soared.

      Such anecdotes support the widespread belief that identifying individuals with the “right stuff” to be leaders is more art than science. After all, the personal styles of superb leaders vary: Some leaders are subdued and analytical; others shout their manifestos from the mountaintops. And just as important, different situations call for different types of leadership. Most mergers need a sensitive negotiator at the helm, whereas many turnarounds require a more forceful authority.

      I have found, however, that the most effective leaders are alike in one crucial way: They all have a high degree of what has come to be known as emotional intelligence. It’s not that IQ and technical skills are irrelevant. They do matter, but mainly as “threshold capabilities”; that is, they are the entry-level requirements for executive positions. But my research, along with other recent studies, clearly shows that emotional intelligence is the sine qua non of leadership. Without it, a person can have the best training in the world, an incisive, analytical mind, and an endless supply of smart ideas, but he still won’t make a great leader.

      In the course of the past year, my colleagues and I have focused on how emotional intelligence operates at work. We have examined the relationship between emotional intelligence and effective performance, especially in leaders. And we have observed how emotional intelligence shows itself on the job. How can you tell if


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