What Makes a Leader? (Harvard Business Review Classics)
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- €10.99
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- €10.99
Publisher Description
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 a 1998 classic Harvard Business Review 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 found direct ties between emotional intelligence and measurable business results.
The Harvard Business Review Classics series offers you the opportunity to make seminal Harvard Business Review articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world—and will have a direct impact on you today and for years to come.
PUBLISHERS WEEKLY
This brief drive-time motivational audio features three great business minds: former CEO of General Electric Jack Welch; his wife and former editor of the Harvard Business Review, Suzy Welch; and Emotional Intelligence author Goleman. Unfortunately, the whole is less than the sum of its parts. The hourlong format barely gives the three time to cover the basics, let alone do justice to complex issues surrounding leadership, self-confidence and cultivating a team spirit in the workplace. There is also too much of Goleman the ostensible interviewer and not enough of the Welches, who don't speak a word until the third track. Jack Welch makes some intriguing points about hiring strategies and the promotion of key people, but his gravelly voice is not a natural for audio, with the volume flitting in and out as his enthusiasm waxes and wanes. Suzy Welch, in contrast, shines brightly; her voice is passionate, engaging and consistent throughout, and her illustrations are always helpful. What distinguishes this audio from the leadership books all three authors have written is the kind of excitement that Suzy Welch's ideas and presentation generate.