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Most business books about leadership focus on successful leaders, feeding on our desire to be told stories that make us feel better, and end up giving us the impression that all good leaders are also “good” people. But flawed leaders are everywhere and the author believes that acknowledging this is important as we may be able to learn something from them as well.
An interesting assortment of eighteen different business leaders, professors, an orchestra conductor and an expert on cults each give a brief insight into what emotional intelligence means to them, its power and why it should be used wisely.
A senior executive is covering for his boss, the outgoing CEO, at a major public meeting where he is to make a speech on his behalf about social responsibility. He receives a surprise call the day before he is to speak from a close colleague, the CFO, telling him that he will not be appointed successor to the CEO, in contrast to a clear commitment that had been made to him.
Originally published in 1977 and now reappearing in the "Best of HBR" series, the article describes why business leaders and managers do not appear to have that much in common.
This “Best of …“ is from early 2000 and was thus written just before the new economy bubble burst. At a time of innovation and pioneering, narcissistic leaders are meant to be in their element, so the article captured the flavour of the moment. The author describes the ups and downs for companies and people of working with such personalities.
This is an interview with one of the leading thinkers on leadership, who has spent much of his life studying the minds of business leaders, seen through the eyes of a practicing psychoanalyst. He focuses on executives´ vulnerabilities and believes that many of their successes stem from their psychological frailties
Drawing on experiences from throughout his life, including his time as a nineteen year old lieutenant in the fields of Belgium during the Second World War, Bennis describes the seven phases a leader must go through as his or her career unfolds.
This is the furthest back in time that HBR have gone in recent memory in their “Best of …” series, rolling out an article originally published in 1961. Well, to go back that far this must be a real classic, thought your reviewer. Sadly, it isn´t, and never goes beyond making a couple of simple statements on leadership as seen by the author.
Another "Best of …", this time from 1998, here is the original Emotional Intelligence article, including the list of the five components behind it. Whilst IQ and technical skills are important, the difference between good and great leadership is apparently EQ and it´s described here.
Able leaders can end up making poor decisions because capable and well-meaning followers are united and persuasive about a course of action – albeit a wrong one. On top of that there are those followers whose intentions are not always honourable.
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