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HBR's 10 Must Reads on Leadership Havard Business Review The EI skills are: • Self-awareness—knowing one’s strengths, weaknesses, drives, values, and impact on others • Self-regulation—controlling or redirecting disruptive impulses and moods • Motivation—relishing achievement for its own sake • Empathy—understanding other people’s emotional makeup • Social skill—building rapport with others to move them in desired directions Such self-knowledge often shows itself in the hiring process. Ask a candidate to describe a time he got carried away by his feelings and did something he later regretted. Self-aware candidates will be frank in admitting to failure—and will often tell their tales with a smile. One of the hallmarks of self-awareness is a self-deprecating sense of humor Biological impulses drive our emotions. We cannot do away with them—but we can do much to manage them. Self-regulation, which is like an ongoing inner conversation, is the component of emotio...

HBR's 10 Must Reads on Managing People   Havard Business School And perhaps most important, the research indicates that leaders with the best results do not rely on only one leadership style; they use most of them in a given week—seamlessly and in different measure—depending on the business situation. Imagine the styles, then, as the array of clubs in a golf pro’s bag. Over the course of a game, the pro picks and chooses clubs based on the demands of the shot. Sometimes he has to ponder his selection, but usually it is automatic. The pro senses the challenge ahead, swiftly pulls out the right tool, and elegantly puts it to work. That’s how high-impact leaders operate, too. What are the six styles of leadership? None will shock workplace veterans. Indeed, each style, by name and brief description alone, will likely resonate with anyone who leads, is led, or as is the case with most of us, does both. 1. Coercive leaders demand immediate compliance. 2. Authoritative le...

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