He says that too many business startups lack a deep foundation in values and are managed by a drive for success, not by passion. “Drive pushes you toward an objective, and you can deny part of yourself by sheer will to achieve a goal,” komisar explains. “Passion irresistibly pulls you toward the need to express yourself and has to come from within and be nurtured.” A problem with drive alone is that the end justifies the means.
Emotional Intelligence. Leadership researchers and experienced workers have long known that how well a person manages his or her emotions and those of others influences leadership effectiveness. For example, recognizing anger in yourself and others, and being able to empathize with people, can help you be more effectives at exerting influence. In recent years, many different aspects of emotions, motives, and personality that help determine interpersonal effectiveness and leadership skill have been placed under one comprehensive label. Emotional intelligence refers to qualities such as understanding one’s feelings, empathy for others, and the regulation of emotions to connect with people and understand their emotions. Many of the topics in this chapter (such as warmth) and throughout the text (such as political skill) can be considered related to emotional intelligence.
Based on research in dozens of companies, Daniel Goleman discovered that the most effective leaders are alike in one essential way: they all have a high degree of emotional intelligence. General intelligence (or IQ) and technical skills are considered threshold capabilities for success in executive positions, Yet, according to Goleman, without a high degree of emotional intelligence, a person can have excellent training, superior analytical skills, and loads of innovative
He says that too many business startups lack a deep foundation in values and are managed by a drive for success, not by passion. “Drive pushes you toward an objective, and you can deny part of yourself by sheer will to achieve a goal,” komisar explains. “Passion irresistibly pulls you toward the need to express yourself and has to come from within and be nurtured.” A problem with drive alone is that the end justifies the means. Emotional Intelligence. Leadership researchers and experienced workers have long known that how well a person manages his or her emotions and those of others influences leadership effectiveness. For example, recognizing anger in yourself and others, and being able to empathize with people, can help you be more effectives at exerting influence. In recent years, many different aspects of emotions, motives, and personality that help determine interpersonal effectiveness and leadership skill have been placed under one comprehensive label. Emotional intelligence refers to qualities such as understanding one’s feelings, empathy for others, and the regulation of emotions to connect with people and understand their emotions. Many of the topics in this chapter (such as warmth) and throughout the text (such as political skill) can be considered related to emotional intelligence. Based on research in dozens of companies, Daniel Goleman discovered that the most effective leaders are alike in one essential way: they all have a high degree of emotional intelligence. General intelligence (or IQ) and technical skills are considered threshold capabilities for success in executive positions, Yet, according to Goleman, without a high degree of emotional intelligence, a person can have excellent training, superior analytical skills, and loads of innovative
การแปล กรุณารอสักครู่..