Cómo Ser Un Líder: ¿Por Qué La Inteligencia Emocional Sí Importa? / What Makes a Leader

Este volumen refleja la evoluci鏮 del pensamiento de Goleman sobre la inteligencia emocional, el seguimiento de las timas investigaciones neurocient璗icas sobre la din嫥ica de las relaciones y los datos m嫳 recientes sobre el impacto que tiene la inteligencia emocional en la base de una organizaci鏮 empresarial. Este material, muy citado y de demostrada efectividad, se ha convertido en una lectura esencial para los dirigentes, coachs y educadores comprometidos con el fomento de la buena gesti鏮, as?como para aumentar el rendimiento y la innovaci鏮 empresarial.

ENGLISH DESCRIPTION

When 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.