Harvard Business Review (HBR) Top 25 Articles

When asked to define the ideal leader, many would emphasize traits such as intelligence, toughness, determination, and vision--the qualities traditionally associated with leadership. Such skills and smarts are necessary but insufficient qualities for the leader. 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 this 1998 classic HBR article....Note: Originally published Nov/Dec 1998.

According to the author, although effective leadership eludes many people and organizations, new research has determined six distinct leadership types that appear to have a direct and unique impact on the working atmosphere of an organization. Research shows that leaders with the best results do not rely on only one leadership style. The six styles are coercive, authoritative, affiliative, democratic, pacesetting and coaching. Findings indicate that the more styles a leader exhibits, the better. This can be accomplished by building a team with members who employ styles the leader lacks. An alternative approach is to expand one's own style repertoires.