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What Makes a Leader?

What Makes a Leader?
It was Daniel Goleman who first brought the term “emotional intelligence” to a wide audience with his 1995 book of that name, and it was Goleman who first applied the concept to business with his 1998 HBR article, reprinted here. In his research at nearly 200 large, global companies, Goleman found that while the qualities traditionally associated with leadership—such as intelligence, toughness, determination, and vision—are required for success, they are insufficient. Truly effective leaders are also distinguished by a high degree of emotional intelligence, which includes self-awareness, self-regulation, motivation, empathy, and social skill. These qualities may sound “soft” and unbusinesslike, but Goleman found direct ties between emotional intelligence and measurable business results. Every businessperson knows a story about a highly intelligent, highly skilled executive who was promoted into a leadership position only to fail at the job. Evaluating Emotional Intelligence

http://hbr.org/2004/01/what-makes-a-leader/ar/1

Related:  LeadershipHow to Be an Emotionally & Socially Intelligent LeaderStudent LeadershipNew IQ

Try This One Phrase to Make Feedback 40% More Effective Employees deserve feedback. So we give it--sometimes with great results, sometimes not so much. But there's one phrase you can use that will instantly improve the impact of the feedback you give--whether the actual feedback is positive or negative. The following comes from Daniel Coyle, author of The Talent Code (one of the few books I actually give to friends) and The Little Book of Talent (a book I've written about before) and a blog about performance improvement that belongs on your must-read list.

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The 5 Ways to Spot an Emotionally Intelligent Leader Research has shown us that more than 90 percent of top leadership performers have a high amount of emotional intelligence, or EI. The higher up the ladder that leaders are, the more people they impact and their EI becomes increasingly important. The person at the top sets the atmosphere that permeates the organization, including the emotional temperature. Not only does a leader with low emotional intelligence have a negative impact on employee morale, it directly impacts staff retention. We know that the biggest reason that people give for leaving an organization is the relationship with those above them. Here are five ways to spot an emotionally intelligent leader:

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