Daniel Goleman et al. - Everyday Emotional Intelligence: Big Ideas and Practical Advice on How to Be Human at Work

Harvard Business Reviews 10 Must Reads

HBRs 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:

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HBRs 10 Must Reads: The Essentials

Harvard Business Review Guides

Arm yourself with the advice you need to succeed on the job, from the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.

Titles include:

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HBR Guide to Data Analytics Basics for Managers

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HBR Guide to Delivering Effective Feedback

HBR Guide to Emotional Intelligence

HBR Guide to Finance Basics for Managers

HBR Guide to Getting the Right Work Done

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HBR Guide to Making Every Meeting Matter

HBR Guide to Managing Up and Across

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First eBook Edition: Nov 2017

ISBN: 9781633694118

eISBN: 9781633694125

Editors Note

This combined edition of HBRs 10 Must Reads on Emotional Intelligence and the HBR Guide to Emotional Intelligence brings together the definitive ideas that HBR has published on managing an active emotional life at work alongside the most practical articles about how to apply those ideas to yourself, your interactions with your colleagues, and your team.

For the concepts and the research behind emotional intelligenceincluding Daniel Golemans seminal article that first connected the topic to management thinking in the pages of HBRturn to the Must Reads section of the book. There youll learn about the components and competencies that make up emotional intelligence; youll also find Golemans work on primal leadership, research on how to build the emotional intelligence of groups, a framework for developing EQ in your direct reports, and other big ideas.

The Guide section of the volume gets straight to practical how-tos for handling the daily challenges you face at work: how to deal with difficult people; how to manage your own energy in the face of setbacks; how to run better meetings; how to make smarter decisions; and how to persuade and inspire those around you. The Guide section also includes a quiz you can take to better understand how you view your own EI strengths and weaknesses.

Emotional intelligence is increasingly being recognized as a core professional and leadership competence. Use this volume to learn the concepts and frameworksand how to apply them to build your effectiveness and influence.

On

Emotional Intelligence

HARVARD BUSINESS REVIEW PRESS

Boston, Massachusetts

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 solidbut not extraordinaryintellectual 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. Its 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 wont 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 someone has high emotional intelligence, for example, and how can you recognize it in yourself? In the following pages, well explore these questions, taking each of the components of emotional intelligenceself-awareness, self-regulation, motivation, empathy, and social skillin turn.

Most large companies today have employed trained psychologists to develop what are known as competency models to aid them in identifying, training, and promoting likely stars in the leadership firmament. The psychologists have also developed such models for lower-level positions. And in recent years, I have analyzed competency models from 188 companies, most of which were large and global and included the likes of Lucent Technologies, British Airways, and Credit Suisse.

In carrying out this work, my objective was to determine which personal capabilities drove outstanding performance within these organizations, and to what degree they did so. I grouped capabilities into three categories: purely technical skills like accounting and business planning; cognitive abilities like analytical reasoning; and competencies demonstrating emotional intelligence, such as the ability to work with others and effectiveness in leading change.