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    66 views14 pages

    Emotional Intelligence PDF

    Uploaded by

    Ranjini Rao

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    © All Rights Reserved
    Download as PDF or read online from Scribd
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    of 14
    Harvard Business Rev VIEW Wairen.G. Bennis The Seven Ages CeCe lg a Ee ™ eg Putting Leaders COU] Lath PETC m eto ur Andrea Jung feo Tacs Prune raid Era) David Gergen and more Contents January 2004 3, “ee INSIDE THE MIND OF THE LEADER 10 FROM THE EDITOR o The Leader's Secret Self ‘When there's dissonance between an executive's inside and outside, he's got trouble It's absolutely essential to keep the two aligned. 62 STRATEGIC HUMOR 15 HBR CASE STUDY 11 EXECUTIVE SUMMARIES Left on a Mountainside Julia Kirby 16 IN CLOSING The Highway of the Mind Ed Davidson feels like he's made it. He's a firsttime Pea delegate to the World Economic Forum in Davos, and he's on track to be his company’s next CEO. Businesspeople tend to be extroverts, “Then he gets a phone call that changes everything. taking a lively interest in others and preferring action to introspection, ‘But to be fully effective as leaders, they ‘myst learn to navigate the twists and. turns of their emotions and those of the people arounst them, continued on page 8 27 voices Leading by Feel Using emational intelligence naively or maliciously can be as harmful as not using it tall Take it from these 18 business leaders, scholar, and other experts who describe how to cultivate and manage emotional intelligence 40 THINKING ABOUT... Leadership—Warts and All Barbara Kellerman Its high time we recognized that leadership is not a ‘moral concept. We have as mach to learn from the Dennis Koziowskis and Howell Raneses of the world as we do from their more benevolent counterparts 6 HARVARD BUSINESS aeviEW vorces Empathy, intuition, and self-awareness are essential to good leadership, but they can be tricky to hone and dangerous to use. Eighteen leaders and scholars explore how to manage emotional intelligence. Leading by Feel ike it or a0, leaders need to manage the ‘mood of their arganizations. The most gifted leaders accomplish that by using a mysteri- ‘ous blend of psychological abilities known 4s emotional intelligence. They'e self aware ‘and empathetic. They can read and regulate their own emotions while intuitively grasp- ing how others fee! and gauging thei orga nization’s emotional state. But where does emotional intelligence come from? And how do leaders learn to use it? The management literature (and even common sense) suggests that both nature and nurture feed emotional intelli gence. Part genetic predisposition, part ife experience, and part old-fashioned training, emaotional intelligence emerges in varying degrees from one leader tothe nest, and ‘managers apply it with varying skill. Wisely and compassionately deployed, emotional inteligence spurs leaders, their people, and their organizations to superior per formance; naively or maliciously applied it can paralyze leaders or allow them to manipulate followers for personal gain. We invited 18 leaders and scholars (including business executives, leadership researchers, psychologists, a neurologist, a cult expert, and a symphony conduc- tor) to explore the nature and management of emotional intelligence its sources, uses, and abuses. Their responses differed dramatically, but there were some common themes: the importance of consciously - and conscientiously ~ ‘honing one's skills, the double-edged nature ofselfawareness, and the danger of letting any one emotional intelligence skill donninate. perury eorTo8 aren Dilon execuTWve eorron Sunn cine eee semorcorons | semoe hetgh chanan Phanacee Diane L-Cootu Dena sy Bronwyn Fryer "Ben Genon Malricge * Karen Player Julia Kirby associate Gardiner Mone enaDvchion ciate ctr EXECUTIVE EDUCATION assocure _EMORDESIENERS . ; yi sfanca aT En Ue betcha Fees re ee oe RO en ea Re ec eee and applying the power of your personal influence to achieve Mauuseniet organizational success. }_Chrisina Bore Roberta A Pisaro Margaret Hanshaw SELECTED 2004 EXECUTIVE PROGRAMS. fe [COORDINATORS asandra Duane ‘Andrew Gray Jane Heiter cE) CUE Cag communications. ele Ue cry Cathy Obton April 49 and October 17-22 Juné 6 - 11 i eolTOR foe Susmess peveloraenr John Landry Dd Executive Program in ere Leadership: The Effective eee) Peg ares EiToR ar-ARce, WARVARD BUSINESS SCHOOL PUBLISHING Ca i ‘Walter Kieche! ety ANOTE TOREADERS esa ‘The vews expresed in articles ae ‘the authors and vot neces then of Harvard Business Review, arvat Busines School oc Harvard Unter Authors ay ‘ave consiting a other busines relations wit the companies they acu. www.gsb.stanford.edu/exed 866.542.2205 (toll free, U.S. and Canada only) or 650.723.3341 Stanford, California ay F fplohee eatrsigtteteran jag inh K ecrripenled iy a etfaddrened copy please poo ur Web eat wr bear: ea wl be etumed (CHOOSE STANFORD EXECUTIVE EDUCATION FOR PROGRAMS IN: General Management Financial Management Leadership and Strategy Marketing Negotiation Technology and Operations Nonprofit and Philanthropy Custom Programs eres NRO Re Rel enter TCO Be Realistic John D. Mayer Gack mayer@unh edu) 's a professor of psychology at the University of New Hampshire. He and Yale psychology professor Peter Salovey are credited with frst defining the cancept of emotional intelligence inthe early 19905 This is a time of growing realism about emo- tonal intelligence especially concerning what itis and whatit isn't The books and articles that have helped popularize the concept have de- fined itasa loose collection of personality traits, such as self-awareness, optimism, and toler- ance. These popular definitions have been ‘accompanied by exaggerated claims about the importance of emotional intelligence. But diverse personality talts, however admirable, don't necessarily add up to a single definition ‘of emotional intelligence. In factsuch traits are Jifficult to collectively evaluate in a way that e- veals their relationship to success in business and i life. Even when they're viewed in isolation, the characteristics commonly associated with emo- tional intelligence and success may be more ‘complicated than they seem. For example, the scientific jury is out on how important self awareness isto successful leadership. In fact, too much self-awareness can reduce self-esteem, which is often a crucial component of great leadership. From a scientific (rather than a popular) standpoint, emotional intelligence is the ability to accurately perceive your own and others? emotions; to understand the signals that emo- tions send about relationships; and to manage your own and others’ emotions. It doesn't nec: essarily include the qualities (like optimism, ini- Uiative, and self confidence) that some popular definitions ascribe to it Researchers have used performance tests to measure people's accuracy at identifying and understanding emotions - for example, asking them to identify the emotions conveyed by 2 face or which among several situations is most Uikely to bring about happiness. People who get hhigh scores on these tests are indeed different from others. n the business world, they appear better able to deal with customers’ complaints fr to mediate disputes, and they may excel at making strong and positive personal connec: tions with subordinates and customers over ‘the long term. Of course, emotional intelligence isnt the only way to attain success as a leader: A brilliant strategist who can maximize profits ‘may be able to hire and keep talented employ ‘25 even if he oF she doesn't have strong per- sonal connections with them, Is there value in scales that, based on popular conceptions, measure qualities like optimism and self confidence but label them emotional intelligence? Certainly these personality traits are important in business, so measuring and (sometimes) enhancing them can ve useful. But recent research makes it clear that these char- acteristics are distinct from emotional inteli- gence as itis scientifically defined. A person high in emotional intelligence may be realistic rather than optimistic and insecure rather than confident. Conversely, 8 person may be highly self-confident and optimistic but lack emotional intelligence. The danger lies in assuming that because a person is optimistic or confident, he CF she is also emotionally intelligent, when, in fact, the presence of those traits will tell you ‘nothing of the sort Never Stop Learning Daniel Goleman isthe cochair of the Consortium for Research on Emotional in telligence in Organizations based at Rutgers University’s Graduate School of Applied and Professional Psychology in Piscataway, New Jersey. You can be a successful leader without much ‘emotional intelligence if you're extremely lucky ‘and you've got everything else going for you: booming markets, bumbling competitors, and clueless higherups. if you're incredibly smart, you

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