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 "What Makes a Leader?" by Daniel Goleman)(HBR's 10 Must Reads)
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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.
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
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First eBook Edition: May 2015
by Daniel Goleman
by Daniel Goleman, Richard Boyatzis, and Annie McKee
by Joel Brockner
by Andrew Campbell, Jo Whitehead, and Sydney Finkelstein
by Vanessa Urch Druskat and Steven B. Wolff
by Christine Porath and Christine Pearson
by Diane L. Coutu
by Susan David and Christina Congleton
by Jay M. Jackman and Myra H. Strober
by Kerry A. Bunker, Kathy E. Kram, and Sharon Ting
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