Bài viết này sẽ hé mở bí mật về con đường trở thành nhà lãnh đạo với những phẩm chất cần thiết.
Đọc thêm các bài viết tạp chí Harvard Business Review tại http://ltvteam.2ya.com
What Makes a Leader?
by Daniel Goleman
Abstract:
When asked to define the ideal leader, many would emphasize traits such as intelligence, toughness, determination, and vision--the qualities traditionally associated with leadership. Often left off the list are softer, more personal qualities--but they are also essential. Although a certain degree of analytical and technical skill is a minimum requirement for success, studies indicate that emotional intelligence may be the key attribute that distinguishes outstanding performers from those who are merely adequate. Psychologist and author Daniel Goleman first brought the term "emotional intelligence" to a wide audience with his 1995 book of the same name, and Goleman first applied the concept to business with this 1998 classic HBR article. In his research at nearly 200 large, global companies, Goleman found that truly effective leaders are distinguished by a high degree of emotional intelligence. Without it, a person can have first-class training, an incisive mind, and an endless supply of good ideas, but he or she still won't be a great leader. The chief components of emotional intelligence--self-awareness, self-regulation, motivation, empathy, and social skill--can sound unbusinesslike, but Goleman, cochair of the Consortium for Research on Emotional Intelligence in Organizations, based at Rutgers University, found direct ties between emotional intelligence and measurable business results.
Download Full Article:
http://rapidshare.de/files/10035727/What_M...oleman.zip.html
What Makes a Leader?
by Daniel Goleman
What distinguishes the outstanding leader from the merely adequate?
Emotional intelligence— a powerful combination of self-management skill and the ability to work with others.
The Idea in Brief
Asked to define the ideal leader, many would emphasize traits such as intelligence, toughness, determination, and vision. Often left off the list are softer, more personal quali¬ties—but recent studies indicate that they are also essential. Although a certain degree of analytical and technical skill is a minimum requirement for success, what is called "emotional intelligence" may be the key attribute that distinguishes outstanding per¬formers from those who are merely adequate. For example, in a 1996 study of a global food and beverage company, where senior managers had a certain critical mass of emotional intelli¬gence, their divisions outperformed yearly earnings goals by 20%. Division leaders without that critical mass underperformed by almost the same amount.
The Idea at Work
There are five components to emotional intelligence: self-awareness, self-regulation, motivation, empathy, and social skill. All five traits sound desirable to just about everyone. But organizations too often implicitly discour¬age their people from developing them.
Self-management skills
1. Self-awareness. Emotional intelligence begins with this trait. People with a high degree of self-awareness know their weak¬nesses and aren't afraid to talk about them. Someone who understands that he works poorly under tight deadlines, for example, will work hard to plan his time carefully, and will let his colleagues know why. Many executives looking for potential leaders mistake such candor for "wimpiness."
2. Self-regulation. This attribute flows from self-awareness, but runs in a different direc¬tion. People with this trait are able to con¬trol their impulses or even channel them for good purposes.
3. Motivation. A passion for achievement for its own sake—not simply the ability to respond to whatever incentives a company offers—is the kind of motivation that is essential for leadership.
The ability to relate to others
4. Empathy. In addition to self-management skills, emotional intelligence requires a facility for dealing with others. And that starts with empathy—taking into account the feelings of others when making deci¬sions—as opposed to taking on everyone's troubles.
EXAMPLE:
Consider two division chiefs at a company forced to make layoffs. One manager gave a hard¬hitting speech emphasizing the number of people who would be fired.The other manager, while not hiding the bad news, took into account his people's anxieties. He promised to keep them informed and to treat everyone fairly. Many exec¬utives would have refrained from such a show of consideration, lest they appear to lack tough¬ness. But the tough manager demoralized his talented people—most of whom ended up leaving his division voluntarily.
5. Social skill. All the preceding traits culmi¬nate in this fifth one: the ability to build rapport with others, to get them to cooper¬ate, to move them in a direction you desire. Managers who simply try to be sociable— while lacking the other components of emotional intelligence—are likely to fail. Social skill, by contrast, is friendliness with a purpose.
Can you boost your emotional intelligence?
Absolutely—but not with traditional training programs that target the rational part of the brain. Extended practice, feedback from col¬leagues, and your own enthusiasm for making the change are essential to becoming an effective leader.
IQ and technical skills are important, but emotional intelligence is the sine qua non of leadership.
What Makes a Leader?
Đọc thêm các bài viết của tạp chí Harvard Business Review tại http://ltvteam.2ya.com
by Daniel Goleman
Daniel Goleman is the author of Emotional Intelligence (Ban¬tam, 1995) and Working with Emotional Intelligence (Bantam, 1998). He is cochairman of the Consortium for Research on Emotional Intelligence in Organizations, which is based at Rut¬gers University's Graduate School of Applied and Professional Psychology in Piscataway, New Jersey. He can be reached at Goleman@j avanet. com.
EVERY BUSINESS PERSON knows a story about a highly intelligent, highly skilled executive who was promoted into a leader¬ship position only to fail at the job. And they also know a story about someone with solid-but not extraordinary - intellectual 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 lead¬ers 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 emo¬tional intelligence. It's 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, analyti¬cal mind, and an endless supply of smart ideas, but he still won't make a great leader.
Effective leaders are alike in one crucial way: they all have a high degree of emotional intelligence.
In the course of the past year, my colleagues and I have focused on how emotional intelligence operates at work. We have exam¬ined the relationship between emotional intelligence and effec¬tive 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 exam¬ple, and how can you recognize it in yourself? In the following pages, we'll explore these questions, taking each of the components of emotional intelligence - self-awareness, self-regulation, motivation, empathy, and social skill - in turn.
Evaluating Emotional Intelligence
Most large companies today have employed trained psychologists to develop what are known as "com¬petency models" to aid them in identifying, train¬ing, and promoting likely stars in the leadership firmament. The psychologists have also developed such models for lower-level positions. And in re¬cent years, I have analyzed competency models from 188 companies, most of which were large and global and included the likes of Lucent Technolo¬gies, British Airways, and Credit Suisse.
In carrying out this work, my objective was to determine which personal capabilities drove out¬standing performance within these organizations, and to what degree they did so. I grouped capabili¬ties into three categories: purely technical skills like accounting and business planning; cognitive abilities like analytical reasoning; and competen¬cies demonstrating emotional intelligence such as the ability to work with others and effectiveness in leading change.
To create some of the competency models, psy¬chologists asked senior managers at the companies to identify the capabilities that typified the organi¬zation's most outstanding leaders. To create other models, the psychologists used objective criteria such as a division's profitability to differentiate the star performers at senior levels within their organi¬zations from the average ones. Those individuals were then extensively interviewed and tested, and their capabilities were compared. This process re¬sulted in the creation of lists of ingredients for highly effective leaders. The lists ranged in length from 7 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 out¬standing performance. Cognitive skills such as big-picture think¬ing and long-term vision were particularly important. But when I calculated the ratio of technical skills, IQ, and emotional intelli¬gence as ingredients of excellent performance, emotional intelli¬gence proved to be twice as important as the others for jobs at all levels.
Moreover, my analysis showed that emotional intelligence played an increasingly important role at the highest levels of the company, where differ¬ences in technical skills are of negligible impor¬tance. In other words, the higher the rank of a per¬son considered to be a star performer, the more emotional intelligence capabilities showed up as the reason for his or her effectiveness. When I com¬pared star performers with average ones in senior leadership positions, nearly 90% of the difference in their profiles was attributable to emotional intel¬ligence factors rather than cognitive abilities.
Other researchers have confirmed that emotional intelligence not only distinguishes outstanding leaders but can also be linked to strong perfor¬mance. The findings of the late David McClelland, the renowned researcher in human and organiza¬tional behavior, are a good example. In a 1996 study of a global food and beverage company, McClelland found that when 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. McClelland's findings, interestingly, held as true in the company's U.S. divisions as in its divi¬sions in Asia and Europe.
In short, the numbers are beginning to tell us a persuasive story about the link between a compa¬ny's success and the emotional intelligence of its leaders. And just as important, research is also demonstrating that people can, if they take the right approach, develop their emotional intelli¬gence. (See the insert "Can Emotional Intelligence Be Learned?")
Bookmarks