《7HBR What Makes a Leader》.pdf

HBR F R O M T H E H A R V A R D B U S I N E S S R E V I E W OnPoint A R T I C L E What distinguishes What Makes a Leader? the outstanding leader by Daniel Goleman from the merely adequate? Emotional intelligence— a powerful combination of self-management skills and the ability to work with others. New sections to guide you through the article: • The Idea in Brief • The Idea at Work • Exploring Further . . . P R O D U C T N U M B E R 3 7 9 0 T H E I D E A I N B R I E F What Makes a Leader? A to define the ideal leader, many attribute that distinguishes outstanding per- would emphasize traits such as intelligence, formers from those who are merely adequate. toughness, determination, and vision. Often For example, in a 1996 study of a global food left off the list are softer, more personal quali- and beverage company, where senior managers ties—but recent studies indicate that they are had a certain critical mass of emotional intelli- also essential. Although a certain degree of gence, their divisions outperformed yearly analytical and technical skill is a minimum earnings goals by 20%. Division leaders without requirement for success, what is called that critical mass underperformed by almost