Like it or not, leaders need to manage the mood of their organizations. The most gifted leaders accomplish that by using a mysterious blend of psychological abilities known as emotional intelligence. They are self-aware and empathetic. They can read and regulate their own emotions while intuitively grasping how others feel and gauging their organization's emotional state. But where does emotional intelligence come from, and how do leaders learn to use it? In this article, 18 leaders and scholars (including business executives, leadership researchers, psychologists, an autism expert, and a symphony conductor) explore the nature and management of emotional intelligence--its sources, uses, and abuses. Their responses varied, but some common themes emerged: the importance of consciously--and conscientiously--honing one's skills, the double-edged nature of self-awareness, and the danger of letting any one emotional intelligence skill dominate. Among their observations: Psychology professor John Mayer, who co-developed the concept of emotional intelligence, warns managers not to be confused by popular definitions of the term, which suggest that if you have a certain set of personality traits then you automatically possess emotional intelligence. Neuropsychologist Elkhonon Goldberg agrees with professors Daniel Goleman and Robert Goffee that emotional intelligence can be learned--but only by people who already show an aptitude for it. Cult expert Janja Lalich points out that leaders can use their emotional intelligence skills for ill in the same way they can for good. "Sometimes the only difference is [the leader's] intent," she says. And business leaders Carol Bartz, William George, Sidney Harman, and Andrea jung (of Autodesk, Medtronic, Harman International, and Avon respectively) describe situations in which emotional intelligence traits such as self-awareness and empathy have helped them and their companies perform at a higher level.
不管喜欢与否，领导者都需要管理其所在组织的情绪氛围。最具天赋的领导者通过运用一种被称为情商的神秘心理能力组合来做到这一点。他们有自我意识且善解人意。他们能够解读并调节自己的情绪，同时直观地了解他人的感受并判断组织的情绪状态。但是情商从何而来，领导者又如何学会运用它呢？在本文中，18位领导者和学者（包括企业高管、领导力研究者、心理学家、一位自闭症专家和一位交响乐指挥）探讨了情商的本质与管理——其来源、用途及滥用情况。他们的回答各不相同，但也出现了一些共同主题：有意识且认真地磨练自身技能的重要性、自我意识的双刃剑性质以及让任何一种情商技能占据主导地位的危险性。他们的观察包括：共同提出情商概念的心理学教授约翰·迈耶警告管理者，不要被该术语的流行定义所迷惑，这些定义表明如果你具备某一套性格特质，那么你就自动拥有了情商。神经心理学家埃尔霍农·戈德堡赞同丹尼尔·戈尔曼教授和罗伯特·戈菲教授的观点，即情商是可以习得的——但只有那些已经表现出天赋的人才能学会。邪教专家扬亚·拉利奇指出，领导者可以像将情商技能用于善举一样将其用于恶行。“有时候唯一的区别在于（领导者的）意图，”她说。企业领导者卡罗尔·巴茨、威廉·乔治、西德尼·哈曼和钟彬娴（分别来自欧特克、美敦力、哈曼国际和雅芳）描述了自我意识和同理心等情商特质如何帮助他们及他们的公司在更高水平上运作的情况。
