What Makes a Leader英文原文Word下载.docx

1、Daniel GolemanIt was Daniel Goleman who first brought the term “emotional intelligence” to a wide audience with his 1995 book of that name, and it was Goleman who first applied the concept to business with his 1998 HBR article, reprinted here. In his research at nearly 200 large, global companies, G

2、oleman found that while the qualities traditionally associated with leadershipsuch as intelligence, toughness, determination, and visionare required for success, they are insufficient. Truly effective leaders are also distinguished by a high degree of emotional intelligence, which includes self-awar

3、eness, self-regulation, motivation, empathy, and social skill. These qualities may sound “soft” and unbusinesslike, but Goleman found direct ties between emotional intelligence and measurable business results. While emotional intelligences relevance to business has continued to spark debate over the

4、 past six years, Golemans article remains the definitive reference on the subject, with a description of each component of emotional intelligence and a detailed discussion of how to recognize it in potential leaders, how and why it connects to performance, and how it can be learned.Every businessper

5、son 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

6、 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. A

7、nd 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 hi

8、gh 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, cle

9、arly 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

10、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 intellige

11、nce, 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.Evaluating Emotional Intelligence Most large companie

12、s 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

13、 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,

14、 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 effectivenes

15、s in leading change. To create some of the competency models, psychologists asked senior managers at the companies to identify the capabilities that typified the organizations most outstanding leaders. To create other models, the psychologists used objective criteria, such as a divisions profitabili

16、ty, to differentiate the star performers at senior levels within their organizations from the average ones. Those individuals were then extensively interviewed and tested, and their capabilities were compared. This process resulted in the creation of lists of ingredients for highly effective leaders

17、. The lists ranged in length from seven to 15 items and included such ingredients as initiative and strategic vision. When I analyzed all this data, I found dramatic results. To be sure, intellect was a driver of outstanding performance. Cognitive skills such as big-picture thinking and long-term vi

18、sion were particularly important. But when I calculated the ratio of technical skills, IQ, and emotional intelligence as ingredients of excellent performance, emotional intelligence proved to be twice as important as the others for jobs at all levels. Moreover, my analysis showed that emotional inte

19、lligence played an increasingly important role at the highest levels of the company, where differences in technical skills are of negligible importance. In other words, the higher the rank of a person considered to be a star performer, the more emotional intelligence capabilities showed up as the re

20、ason for his or her effectiveness. When I compared star performers with average ones in seniorleadership positions, nearly 90% of the difference in their profiles was attributable to emotional intelligence factors rather than cognitive abilities.Other researchers have confirmed that emotional intell

21、igence not only distinguishes outstanding leaders but can also be linked to strong performance. The findings of the late David McClelland, the renowned researcher in human and organizational behavior, are a good example. In a 1996 study of a global food and beverage company, McClelland found that wh

22、en senior managers had a critical mass of emotional intelligence capabilities, their divisions outperformed yearly earnings goals by 20%. Meanwhile, division leaders without that critical mass underperformed by almost the same amount. McClellands findings, interestingly, held as true in the companys

23、 U.S. divisions as in its divisions in Asia and Europe.In short, the numbers are beginning to tell us a persuasive story about the link between a companys success and the emotional intelligence of its leaders. And just as important, research is also demonstrating that people can, if they take the ri

24、ght approach, develop their emotional intelligence. （See the insert “Can Emotional Intelligence Be Learned?”）Self-AwarenessSelf-awareness is the first component of emotional intelligence which makes sense when one considers that the Delphic oracle gave the advice to “know thyself” thousands of years

25、 ago. Self-awareness means having a deep understanding of ones emotions, strengths, weaknesses, needs, and drives.People with strong self-awareness are neither overly critical nor unrealistically hopeful. Rather, they are honest with themselves and with others. People who have a high degree of self-

26、awareness recognize how their feelings affect them, other people, and their job performance. Thus a self-aware person who knows that tight deadlines bring out the worst in him plans his time carefully and gets his work done well in advance. Another person with high self-awareness will be able to wor

27、k with a demanding client. She will understand the clients impact on her moods and the deeper reasons for her frustration. “Their trivial demands take us away from the real work that needs to be done,” she might explain. And she will go one step further and turn her anger into something constructive

28、. Self-awareness extends to a persons understanding of his or her values and goals. Someone who is highly self-aware knows where he is headed and why; so, for example, he will be able to be firm in turning down a job offer that is tempting financially but does not fit with his principles or long-ter

29、m goals. A person who lacks self-awareness is apt to make decisions that bring on inner turmoil by treading on buried values. “The money looked good so I signed on,” someone might say two years into a job, “but the work means so little to me that Im constantly bored.” The decisions of self-aware peo

30、ple mesh with their values; consequently, they often find work to be energizing. How can one recognize self-awareness? First and foremost, it shows itself as candor and an ability to assess oneself realistically. People with high selfawareness are able to speak accurately and openly although not nec

31、essarily effusively or confessionally about their emotions and the impact they have on their work. For instance, one manager I know of was skeptical about a new personal-shopper service that her company, a major department-store chain, was about to introduce. Without prompting from her team or her b

32、oss, she offered them an explanation: “Its hard for me to get behind the rollout of this service,” she admitted, “because I really wanted to run the project, but I wasnt selected. Bear with me while I deal with that.” The manager did indeed examine her feelings; a week later, she was supporting the project fully.Such self-knowledge often shows itself in the hiring process. Ask a candidate to describe a time he got carried away by his feelings and did something he later regretted. Self-aware candidates will be frank in admitting to failure and will often te