什么造就了一个领导者？ 领导者

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What Makes a Leader?

Harvard Business Review
Every businessperson knows a story about a highly intelligent, highly skilled executive who was promoted into a leadership position only to fail at the job. And they also know a story about someone with solid—but not extraordinary—intellectual abilities and technical skills who was promoted into a similar position and then soared.

I have found, however, that the most effective leaders are alike in one crucial way: They all have a high degree of what has come to be known as emotional intelligence. It’s not that IQ and technical skills are irrelevant. They do matter, but mainly as “threshold(n.门槛) capabilities”; that is, they are the entry-level requirements for executive positions. But my research, along with other recent studies, clearly shows that emotional intelligence is the sine qua non（必要条件） of leadership. Without it, a person can have the best training in the world, an incisive, analytical mind, and an endless supply of smart ideas, but he still won’t make a great leader.

The Five Components of Emotional Intelligence at Work
Self-Awareness
Definition: the ability to recognize and understand your moods, emotions, and drives, as well as their effect on others
Hallmarks（n.特点）: self-confidence, realistic self-assessment, self-deprecating（adj.自我贬低的）sense of humor

Self-Regulation
Definition: the ability to control or redirect disruptive impulses and moods; the propensity(n.倾向) to suspend judgment—to think before acting
Hallmarks: trustworthiness and integrity, comfort with ambiguity; openness to change

Motivation
Definition: a passion to work for reasons that go beyond money or status; a propensity to pursue goals with energy and persistence
Hallmarks: strong drive to achieve, optimism, even in the face of failure; organizational commitment

Empathy(n.移情，理解他人感受)
Definition: the ability to understand the emotional makeup of other people; skill in treating people according to their emotional reactions
Hallmarks: expertise in building and retaining talent; cross-cultural sensitivity; service to clients and customers

Social Skills
Definition: proficiency in managing relationships and building artworks; an ability to find common ground and build rapport(n.友好，和谐)
Hallmarks: effectiveness in leading change; persuasiveness; expertise in building leading teams

《哈佛商业评论》
几乎每个人都听过这样一个故事，一个非常聪明而且有技能的主管，被晋升到领导者的职位，结果却不能胜任此工作。同样大家也都听过这样一个故事，某个人的智商和专业技能并非超凡，只是基本功扎实，被提升到一个类似的职位，结果节节攀升。
然而我发现大多数真正的领导者都有一个极其重要的相似点，他们都具有很高的被称为情商的东西。这并不是说智商和专业技能就好不相关，这些因素确实很重要，但它们只是作为“入门能力”，也就是说这些因素是行政管理职位最基本的要求。但我的研究和最近其他一些研究清楚地都表明情商是成为领导者的必备条件。没有情商，一个人的确可以接受世界上最好的训练，具有深刻的善于分析的头脑，才思不断，但仍旧不能成为一名好的领导者。

工作中的五大情商组成：
自我意识
定义：认识理解你的情绪，情感，欲望以及对他人影响的能力
特征：自信  切合实际的自我评估  自谦的幽默感
自我控制
定义：控制或转移强烈的冲动和情绪的能力  推迟判断的倾向—三思而后行
特征：诚实可靠  调和意见分歧  开放地接受改变
动机
定义：用超越金钱和地位的热情对待工作； 精力十足，坚持不懈地追求目标的倾向
特征：渴望成功的强烈欲望，即使失败时也乐观向上；组织承诺
共感
定义：理解他人的情绪的能力;具有根据他人情绪来对待他们的技巧
特征：建立和留住人才的能力；对跨文化的敏感度；服务于客户和顾客
社交技能
定义：熟练的处理人际关系，建立人脉，找出双方一致之处建立关系的能力
特征： 有效地引领变革；说服力；建立出色团队的能力