000			01856nam a22001817a 4500
008			190109b2017 xxu||||| |||| 00| 0 eng d
020			_a9781633692602
082			_a658.4092 _bG6W4
100			_aGoleman, Daniel _9144922
245			_aWhat makes a leader?
260			_aBoston _bHarvard Business Review Press _c2017
300			_a65 p.
440			_aHarvard business review classics _9339645
520			_aWhen asked to define the ideal leader, many would emphasize traits such as intelligence, toughness, determination, and vision - the qualities traditionally associated with leadership. Often left off the list are softer, more personal qualities, but they are also essential. Although a certain degree of analytical and technical skill is a minimum requirement for success, studies indicate that emotional intelligence may be the key attribute that distinguishes outstanding performers from those who are merely adequate. Psychologist and author Daniel Goleman first brought the term "emotional intelligence" to a wide audience with his 1995 book of the same name, and Goleman first applied the concept to business with a 1998 classic Harvard Business Review article. In his research at nearly 200 large, global companies, Goleman found that truly effective leaders are distinguished by a high degree of emotional intelligence. Without it, a person can have first-class training, an incisive mind, and an endless supply of good ideas, but he or she still won't be a great leader. The chief components of emotional intelligence - self-awareness, self-regulation, motivation, empathy, and social skill - can sound unbusinesslike, but Goleman found direct ties between emotional intelligence and measurable business results
650			_aEmotional intelligence
650			_aLeadership - Psychological aspects
942			_cBK
999			_c209767 _d209767