FROM THE EDITOR The Leader’s Secret Self CIAL ISSUES OF HBR cive us the chance to explore a big subject in two dimensions: First, across space, with a gathering of new articles ranged around the subject in an illuminating way; and second, across time, with a republ: ‘ation ofthe very best articles from HEBR's past-frequently the articles that helped define the topic in the first place The subject at hand is leader ship- in particular the psychology ‘of leadership. Academic leadership studies grew out of historians""great man” theories, which explain events by examining the role of highly influential individuals, George Washington is perhaps the archetype of the great man in American history tn portraits, great men (and a few women) are heroic, larger than life; often they're ‘on horseback. Their strength and vision inspire us.We don't know much about what they feel, however. We don't know their doubts ortheir secrets. We view these leaders from the outside, ‘This issue of HBR is about the leader's inner life. intellec tually, the issue grows from a different tradition, but one that i roughly contemporaneous with "great man” theo: Ties: the study of psychology, which begins in the second half of the nineteenth century with figures like Wiliam James and Wilhelm Wundt. Psycholagy found its own great men in Sigmund Freud and Carl Jung and worked its way into business through such people as Abraham Maslow, Harry Levinson, and, more recently, Manfied FR. Kets de Vries. IF Washington symbolizes the leader's outward face, let Abraham Lincoln stand forhis inner being -ambiguous, ddoubsful, and brooding. Even in photographs, we see Lin Coln from within: The lineaments of his soul are etched on his skin ‘A leader gets into trouble when there’s dissonance be: ‘ween the inside and outside —what today we'd call a “is connect! IF single theme runs through this issue, i's the importance of keeping the two aligned. Take, for example, the issue of emotional inteligence-a term frst brought tothe business mainstream in Daniel Goleman's classic 1998 HBR article “What Makes a Leader?” reprinted here, We've all known leaders with highly developed intellects but ‘stunted emotions-and, wonderfully leaders who bond with ‘others in profound ways. But can emotional intelligence be 0 learned? Can you have too much? How can a person compensate for weakness in emotional intel ‘gence? We explore these questions {and more with Goleman and over dozen other well-known experts among them, a neurologist, several (CEOs, and an expert on cults. Their answers ate fascinating and im: portant Every leader ought to want a more supple emotional intelli: ‘gence, and "Leading by Feel" which starts on page 27, is a great place tobegin. Every leader ought to be thinking about his or her own leadership development, too, and who better to talk about the process of becoming a leader than the man who wrote the book onthe subject, Warren Bennis. Thetttle of Bennis's article, “The Seven Ages ofthe Leader’ may sound familiar: He has framed his discussion of how leaders grow by appealing to the "seven ages of man” speech from Shake speare's As You Like I, the one that begins “All the world’s 4 stage” (Freud himselFoften looked to Shakespeare for an lunderstanding of human nature) That framing was smart choice, because the Bard understood theater as well as psy: chology, and one of the biggest challenges leaders face is understanding how thei feelings “play”on the public stage they occupy. ‘There’ much more inthis issue. Barbara Kellerman ex amines the taboo subject of malign leaders, Lynn Offer: mann presents a provocative piece on the sometimes toxic effects followers can have on leaders. And by all means, dig into Diane Coutu’s interview with Kets de Ves, a psycho analyst and Insead professor who has devoted his career to analyzing CEOs. He says surprising things about how many CEOs suffer from depression and anxiety and struggle with contro issues. He also offers a wise and hapeful description of the truly healthy leader—intense, passionate, responsi ble-the kind of leader we want to have, the kind of leader we want to be. 1 iG [bf Thomas A. StewartThis article is copyrighted by Harvard Business School Publishing and is licensed to EBSCO for the individual use of authorized EBSCOhost patrons. It may not be used on any other platform, including “electronic reserves" and course websites. For permission to make this work available via e-reserves or a course website to students enrolled in a course, contact permissions@hbsp.harvard.edu