What Makes a Leader英文原文Word下载.docx

What Makes a Leader英文原文Word下载.docx

《What Makes a Leader英文原文Word下载.docx》由会员分享，可在线阅读，更多相关《What Makes a Leader英文原文Word下载.docx（14页珍藏版）》请在冰豆网上搜索。

DanielGoleman

ItwasDanielGolemanwhofirstbroughttheterm“emotionalintelligence”toawideaudiencewithhis1995bookofthatname,anditwasGolemanwhofirstappliedtheconcepttobusinesswithhis1998HBRarticle,reprintedhere.Inhisresearchatnearly200large,globalcompanies,Golemanfoundthatwhilethequalitiestraditionallyassociatedwithleadership—suchasintelligence,toughness,determination,andvision—arerequiredforsuccess,theyareinsufficient.Trulyeffectiveleadersarealsodistinguishedbyahighdegreeofemotionalintelligence,whichincludesself-awareness,self-regulation,motivation,empathy,andsocialskill.

Thesequalitiesmaysound“soft”andunbusinesslike,butGolemanfounddirecttiesbetweenemotionalintelligenceandmeasurablebusinessresults.Whileemotionalintelligence’srelevancetobusinesshascontinuedtosparkdebateoverthepastsixyears,Goleman’sarticleremainsthedefinitivereferenceonthesubject,withadescriptionofeachcomponentofemotionalintelligenceandadetaileddiscussionofhowtorecognizeitinpotentialleaders,howandwhyitconnectstoperformance,andhowitcanbelearned.

Everybusinesspersonknowsastoryaboutahighlyintelligent,highlyskilledexecutivewhowaspromotedintoaleadershippositiononlytofailatthejob.Andtheyalsoknowastoryaboutsomeonewithsolid—butnotextraordinary—intellectualabilitiesandtechnicalskillswhowaspromotedintoasimilarpositionandthensoared.

Suchanecdotessupportthewidespreadbeliefthatidentifyingindividualswiththe“rightstuff”tobeleadersismoreartthanscience.Afterall,thepersonalstylesofsuperbleadersvary:

Someleadersaresubduedandanalytical;

othersshouttheirmanifestosfromthemountaintops.Andjustasimportant,differentsituationscallfordifferenttypesofleadership.Mostmergersneedasensitivenegotiatoratthehelm,whereasmanyturnaroundsrequireamoreforcefulauthority.

Ihavefound,however,thatthemosteffectiveleadersarealikeinonecrucialway:

Theyallhaveahighdegreeofwhathascometobeknownasemotionalintelligence.It’snotthatIQandtechnicalskillsareirrelevant.Theydomatter,butmainlyas“thresholdcapabilities”;

thatis,theyaretheentry-levelrequirementsforexecutivepositions.Butmyresearch,alongwithotherrecentstudies,clearlyshowsthatemotionalintelligenceisthesinequanonofleadership.Withoutit,apersoncanhavethebesttrainingintheworld,anincisive,analyticalmind,andanendlesssupplyofsmartideas,buthestillwon’tmakeagreatleader.

Inthecourseofthepastyear,mycolleaguesandIhavefocusedonhowemotionalintelligenceoperatesatwork.Wehaveexaminedtherelationshipbetweenemotionalintelligenceandeffectiveperformance,especiallyinleaders.Andwehaveobservedhowemotionalintelligenceshowsitselfonthejob.Howcanyoutellifsomeonehashighemotionalintelligence,forexample,andhowcanyourecognizeitinyourself?

Inthefollowingpages,we’llexplorethesequestions,takingeachofthecomponentsofemotionalintelligence—self-awareness,self-regulation,motivation,empathy,andsocialskill—inturn.

EvaluatingEmotionalIntelligence

Mostlargecompaniestodayhaveemployedtrainedpsychologiststodevelopwhatareknownas“competencymodels”toaidtheminidentifying,training,andpromotinglikelystarsintheleadershipfirmament.Thepsychologistshavealsodevelopedsuchmodelsforlower-levelpositions.Andinrecentyears,Ihaveanalyzedcompetencymodelsfrom188companies,mostofwhichwerelargeandglobalandincludedthelikesofLucentTechnologies,BritishAirways,andCreditSuisse.

Incarryingoutthiswork,myobjectivewastodeterminewhichpersonalcapabilitiesdroveoutstandingperformancewithintheseorganizations,andtowhatdegreetheydidso.Igroupedcapabilitiesintothreecategories:

purelytechnicalskillslikeaccountingandbusinessplanning;

cognitiveabilitieslikeanalyticalreasoning;

andcompetenciesdemonstratingemotionalintelligence,suchastheabilitytoworkwithothersandeffectivenessinleadingchange.

Tocreatesomeofthecompetencymodels,psychologistsaskedseniormanagersatthecompaniestoidentifythecapabilitiesthattypifiedtheorganization’smostoutstandingleaders.Tocreateothermodels,thepsychologistsusedobjectivecriteria,suchasadivision’sprofitability,todifferentiatethestarperformersatseniorlevelswithintheirorganizationsfromtheaverageones.Thoseindividualswerethenextensivelyinterviewedandtested,andtheircapabilitieswerecompared.Thisprocessresultedinthecreationoflistsofingredientsforhighlyeffectiveleaders.Thelistsrangedinlengthfromsevento15itemsandincludedsuchingredientsasinitiativeandstrategicvision.

WhenIanalyzedallthisdata,Ifounddramaticresults.Tobesure,intellectwasadriverofoutstandingperformance.Cognitiveskillssuchasbig-picturethinkingandlong-termvisionwereparticularlyimportant.ButwhenIcalculatedtheratiooftechnicalskills,IQ,andemotionalintelligenceasingredientsofexcellentperformance,emotionalintelligenceprovedtobetwiceasimportantastheothersforjobsatalllevels.

Moreover,myanalysisshowedthatemotionalintelligenceplayedanincreasinglyimportantroleatthehighestlevelsofthecompany,wheredifferencesintechnicalskillsareofnegligibleimportance.Inotherwords,thehighertherankofapersonconsideredtobeastarperformer,themoreemotionalintelligencecapabilitiesshowedupasthereasonforhisorhereffectiveness.WhenIcomparedstarperformerswithaverageonesinsenior

leadershippositions,nearly90%ofthedifferenceintheirprofileswasattributabletoemotionalintelligencefactorsratherthancognitiveabilities.

Otherresearchershaveconfirmedthatemotionalintelligencenotonlydistinguishesoutstandingleadersbutcanalsobelinkedtostrongperformance.ThefindingsofthelateDavidMcClelland,therenownedresearcherinhumanandorganizationalbehavior,areagoodexample.Ina1996studyofaglobalfoodandbeveragecompany,McClellandfoundthatwhenseniormanagershadacriticalmassofemotionalintelligencecapabilities,theirdivisionsoutperformedyearlyearningsgoalsby20%.Meanwhile,divisionleaderswithoutthatcriticalmassunderperformedbyalmostthesameamount.McClelland’sfindings,interestingly,heldastrueinthecompany’sU.S.divisionsasinitsdivisionsinAsiaandEurope.

Inshort,thenumbersarebeginningtotellusapersuasivestoryaboutthelinkbetweenacompany’ssuccessandtheemotionalintelligenceofitsleaders.Andjustasimportant,researchisalsodemonstratingthatpeoplecan,iftheytaketherightapproach,developtheiremotionalintelligence.（Seetheinsert“CanEmotionalIntelligenceBeLearned?

”）

Self-Awareness

Self-awarenessisthefirstcomponentofemotionalintelligence–whichmakessensewhenoneconsidersthattheDelphicoraclegavetheadviceto“knowthyself”thousandsofyearsago.Self-awarenessmeanshavingadeepunderstandingofone’semotions,strengths,weaknesses,needs,anddrives.

Peoplewithstrongself-awarenessareneitheroverlycriticalnorunrealisticallyhopeful.Rather,theyarehonest–withthemselvesandwithothers.

Peoplewhohaveahighdegreeofself-awarenessrecognizehowtheirfeelingsaffectthem,otherpeople,andtheirjobperformance.Thusaself-awarepersonwhoknowsthattightdeadlinesbringouttheworstinhimplanshistimecarefullyandgetshisworkdonewellinadvance.Anotherpersonwithhighself-awarenesswillbeabletoworkwithademandingclient.Shewillunderstandtheclient’simpactonhermoodsandthedeeperreasonsforherfrustration.“Theirtrivialdemandstakeusawayfromtherealworkthatneedstobedone,”shemightexplain.Andshewillgoonestepfurtherandturnherangerintosomethingconstructive.

Self-awarenessextendstoaperson’sunderstandingofhisorhervaluesandgoals.Someonewhoishighlyself-awareknowswhereheisheadedandwhy;

so,forexample,hewillbeabletobefirminturningdownajobofferthatistemptingfinanciallybutdoesnotfitwithhisprinciplesorlong-termgoals.Apersonwholacksself-awarenessisapttomakedecisionsthatbringoninnerturmoilbytreadingonburiedvalues.“ThemoneylookedgoodsoIsignedon,”someonemightsaytwoyearsintoajob,“buttheworkmeanssolittletomethatI’mconstantlybored.”Thedecisionsofself-awarepeoplemeshwiththeirvalues;

consequently,theyoftenfindworktobeenergizing.

Howcanonerecognizeself-awareness?

Firstandforemost,itshowsitselfascandorandanabilitytoassessoneselfrealistically.Peoplewithhighselfawarenessareabletospeakaccuratelyandopenly–althoughnotnecessarilyeffusivelyorconfessionally–abouttheiremotionsandtheimpacttheyhaveontheirwork.Forinstance,onemanagerIknowofwasskepticalaboutanewpersonal-shopperservicethathercompany,amajordepartment-storechain,wasabouttointroduce.Withoutpromptingfromherteamorherboss,sheofferedthemanexplanation:

“It’shardformetogetbehindtherolloutofthisservice,”sheadmitted,“becauseIreallywantedtoruntheproject,butIwasn’tselected.BearwithmewhileIdealwiththat.”Themanagerdidindeedexamineherfeelings;

aweeklater,shewassupportingtheprojectfully.

Suchself-knowledgeoftenshowsitselfinthehiringprocess.Askacandidatetodescribeatimehegotcarriedawaybyhisfeelingsanddidsomethinghelaterregretted.Self-awarecandidateswillbefrankinadmittingtofailure–andwilloftente