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This is an enhanced edition of HBR article 98606, originally published in November/December 1998. HBR OnPoint articles save you time by enhancing an original Harvard Business Review article with an overview that draws out the main points and an annotated bibliography that points you to related resources. This enables you to scan, absorb, and share the management insights with others. In this landmark article, Daniel Goleman, the premier expert in the emotional intelligence movement describes why emotional intelligence is the crucial component of leadership and how it shows itself at work. The author also describes how emotional intelligence can be enhanced by a distinctly different approach to human resource training. Different situations call for different types of leadership. Most mergers need a sensitive negotiator at the helm, whereas many turnarounds require a more forceful kind of authority. The author has found that effective leaders are alike in one crucial way: they all have a high degree of what has come to be known as emotional intelligence. In fact, Goleman's research at nearly 200 large, global companies revealed that emotional intelligence especially at the highest levels of a company is the sine qua non for leadership. Exhibiting emotional intelligence at the workplace means understanding your own and other people's emotional makeup well enough to move people in the direction of accomplishing your company's goals.
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