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1、WhatMakesaLeader?byDanielGolemanHarvardBusinessReviewReprint98606IQandtechnicalskillsareimportant,butemotionalintelligenceisthesinequanonofleadership.WhatMakesaLeader?bydanielgolemanEverybusinesspersonknowsastoryaboutahighlyintelligent,highlyskilledexecu
2、tivewhowaspromotedintoaleader-shippositiononlytofailatthejob.Andtheyalsoknowastoryaboutsomeonewithsolid–butnotextraordinary–intellectualabilitiesandtechnicalskillswhowaspromotedintoasimilarpositionandthensoared.Suchanecdotessupportthewidespreadbeliefthat
3、identifyingindividualswiththe“rightstuff”tobeleadersismoreartthanscience.Afterall,thepersonalstylesofsuperbleadersvary:somelead-ersaresubduedandanalytical;othersshouttheirmanifestosfromthemountaintops.Andjustasimportant,differentsituationscallfordifferen
4、tDanielGolemanistheauthorofEmotionalIntelligence(Ban-tam,1995)andWorkingwithEmotionalIntelligence(Bantam,1998).HeiscochairmanoftheConsortiumforResearchonEmotionalIntelligenceinOrganizations,whichisbasedatRut-gersUniversity’sGraduateSchoolofAppliedandProf
5、essionalPsychologyinPiscataway,NewJersey.HecanbereachedatGoleman@javanet.com.artworkbycraigfrazierCopyright?1998bythePresidentandFellowsofHarvardCollege.Allrightsreserved.whatmakesaleader?typesofleadership.Mostmergersneedasensitiveabilitieslikeanalytical
6、reasoning;andcompeten-negotiatoratthehelm,whereasmanyturnaroundsciesdemonstratingemotionalintelligencesuchasrequireamoreforcefulauthority.theabilitytoworkwithothersandeffectivenessinIhavefound,however,thatthemosteffectiveleadingchange.leadersarealikeinon
7、ecrucialway:theyallhaveaTocreatesomeofthecompetencymodels,psy-highdegreeofwhathascometobeknownasemo-chologistsaskedseniormanagersatthecompaniestionalintelligence.It’snotthatIQandtechnicaltoidentifythecapabilitiesthattypi?edtheorgani-skillsareirrelevant.T
8、heydomatter,butmainlyaszation’smostoutstandingleaders.Tocreateother“thresholdcapabilities”;thatis,theyaretheentry-models,thepsychologistsusedobjectivecriterialevelrequirementsforexecutivepositions.Butmysuchasadivision’spro
