Best of HBR on Leadership: Emotionally Intelligent Leadership (HBR Article Collection)

Description

HBR OnPoint collections save you time by synthesizing and distilling the essence of three Harvard Business Review articles that, together, help you meet a specific management challenge. One-page overviews draw out the main points. Annotated bibliographies point you to related resources. Original HBR articles included. What distinguishes the great leaders from the merely good? Toughness and determination? Vision? Industry? Exceptional leaders may indeed have such traits. But additional and more personal qualities may better explain their talent–honest recognition of their own strengths and weaknesses, for example, and powerful rapport that moves others in challenging new directions. These more intimate characteristics define great leaders' emotional intelligence–a potent combination of self-management and relationship skills. Studies strongly suggest that EI plays a far greater role than IQ in determining leaders' and organizations' success. We can't do much to improve our IQ. But we can boost our EI by understanding which skills define it; flexibly interchanging those skills, depending on the situation; and using EI to transform our organizations' bottom lines. This HBR OnPoint collection shows you how to drive the emotions and performance of your organization in the right direction. The three HBR articles in this collection: “Primal Leadership: The Hidden Driver of Great Performance” by Daniel Goleman, Richard Boyatzis, and Annie McKee (HBR reprint R0111C), “What Makes a Leader?” by Daniel Goleman (HBR reprint 98606), and “Leadership That Gets Results” by Daniel Goleman (HBR reprint R00204).