What Makes a Leader: Why Emotional Intelligence Matters
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What Makes a Leader: Why Emotional Intelligence Matters presents Daniel Goleman's ground-breaking, highly sought-after articles from the Harvard Business Review and other business journals in one volume.
“This collection reflects the evolution of my thinking about emotional intelligence, tracking the latest neuroscientific research on the dynamics of relationships, and the latest data on the impact emotional intelligence has on an organization's bottom-line,” said Daniel Goleman. “The articles have become essential reading for leaders, coaches, and educators committed to fostering stellar management, increasing performance, and driving innovation.”
What Makes a Leader: Why Emotional Intelligence Matters includes:
Leadership That Gets Results
Adapted from Harvard Business Review
Managing With Heart
Adapted from Harvard Business Review
Not Just Smart But Wise
Adapted from Egon Zehnder International
Primal Leadership: The Hidden Driver of Great Performance
Adapted from Harvard Business Review
Reawakening Your Passion for Work
Adapted from Harvard Business Review
Social Intelligence and the Biology of Leadership
Adapted from Harvard Business Review
The Leader's Triple Focus
Adapted from Focus: The Hidden Driver of Excellence
What Makes a Leader?
Adapted from Harvard Business Review
Emotional Intelligence Matters
The Harvard Business Review called emotional intelligence”” which discounts IQ as the sole measure of one's abilities ”” “a revolutionary, paradigm-shattering idea” and chose his article “What Makes a Leader” as one of ten “must-read” articles from its pages. Emotional Intelligence was named one of the 25 “Most Influential Business Management Books” by TIME Magazine.
About Daniel Goleman
Daniel Goleman is an internationally known psychologist who lectures frequently to professional groups, business audiences, and on college campuses. As a science journalist Goleman reported on the brain and behavioral sciences for The New York Times for many years. He currently co-directs the Consortium for Research on Emotional Intelligence in Organizations at Rutgers. The Consortium “fosters research partnerships between academic scholars and practitioners on the role emotional intelligence plays in excellence.” He has organized a series of intensive conversations between scientists and his longtime friend, the Dalai Lama, and most recently published A Force for Good: The Dalai Lama's Vision for Our World.
