Goleman D
Consortium for Research on Emotional Intelligence in Organizations, Rutgers University, Graduate School of Applied and Professional Psychology, Piscataway, NJ, USA.
Harv Bus Rev. 1998 Nov-Dec;76(6):93-102.
Superb leaders have very different ways of directing a team, a division, or a company. Some are subdued and analytical; others are charismatic and go with their gut. And different situations call for different types of leadership. Most mergers need a sensitive negotiator at the helm, whereas many turnarounds require a more forceful kind of authority. Psychologist and noted author Daniel Goleman has found, however, that effective leaders are alike in one crucial way: they all have a high degree of what has come to be known as emotional intelligence. In fact, Goleman's research at nearly 200 large, global companies revealed that emotional intelligence--especially at the highest levels of a company--is the sine qua non for leadership. Without it, a person can have first-class training, an incisive mind, and an endless supply of good ideas, but he still won't make a great leader. The components of emotional intelligence--self-awareness, self-regulation, motivation, empathy, and social skill--can sound unbusinesslike. But exhibiting emotional intelligence at the workplace does not mean simply controlling your anger or getting along with people. Rather, it means understanding your own and other people's emotional makeup well enough to move people in the direction of accomplishing your company's goals. In this article, the author discusses each component of emotional intelligence and shows through examples how to recognize it in potential leaders, how and why it leads to measurable business results, and how it can be learned. It takes time and, most of all, commitment. But the benefits that come from having a well-developed emotional intelligence, both for the individual and the organization, make it worth the effort.
卓越的领导者在指导团队、部门或公司时有着截然不同的方式。有些领导者低调且善于分析；另一些则魅力非凡，凭直觉行事。不同的情况需要不同类型的领导方式。大多数企业并购需要一位敏锐的谈判者掌舵，而许多扭亏为盈的情况则需要更强势的权威人物。然而，心理学家兼著名作家丹尼尔·戈尔曼发现，高效的领导者在一个关键方面是相似的：他们都具有高度的情商，这一点如今已广为人知。事实上，戈尔曼对近200家大型跨国公司的研究表明，情商——尤其是在公司的高层——是领导力的必备条件。没有情商，一个人可能接受过一流的培训，思维敏锐，点子层出不穷，但他仍然成不了伟大的领导者。情商的组成部分——自我意识、自我调节、动机、同理心和社交技能——听起来可能不那么像商业范畴的东西。但在工作场所展现情商并不只是简单地控制自己的愤怒或与他人和睦相处。相反，它意味着要充分了解自己和他人的情绪构成，从而推动人们朝着实现公司目标的方向前进。在本文中，作者讨论了情商的各个组成部分，并通过实例展示了如何在潜在领导者身上识别情商，它如何以及为何能带来可衡量的商业成果，以及如何学习情商。这需要时间，最重要的是需要投入。但无论是对个人还是对组织而言，拥有高度发达的情商所带来的好处都值得为之付出努力。
