Most people in the workforce know a story (or two) about a highly intelligent, highly skilled candidate who was promoted into a leadership position only to fail. Many also can tell a story about someone with solid—but not extraordinary—intellectual ability and technical skills who was promoted into a similar position and then soared.
In other words, it can seem like identifying individuals with the right stuff to be leaders is more art than science, says author Daniel Goleman. After all, different leaders’ personal styles vary widely: some are subdued and analytical; while others spend more time promoting their agendas and themselves. Just as importantly, different situations of course call for different types of leadership.
In this classic piece from Harvard Business Review, Mr. Goleman explains that the most effective leaders are all alike, however, in one crucial way. What is it?
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About the author:
Daniel Goleman is an internationally known psychologist who lectures frequently to professional groups, business audiences, and on college campuses. Emotional Intelligence remained on The New York Times bestseller list for 18 months. The Harvard Business Review called emotional intelligence “a revolutionary, paradigm-shattering idea”. The book was named one of the 25 “Most Influential Business Management Books” by TIME Magazine. In addition, The Financial Times, Wall Street Journal, and Accenture Insititute for Strategic Change have named Goleman among the most influential business thinkers.
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