The Emotionally Intelligent Leader

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DANIEL GOLEMAN
H A R VA R D B U S I N E S S R E V I E W P R E S S
The 
Emotionally
Intelligent
Leader

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The
Emotionally 
Intelligent
Leader

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The
Emotionally
Intelligent 
Leader
DANIEL GOLEMAN
HARVARD BUSINESS REVIEW PRESS 
BOSTON, MASSACHUSETTS

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Copyright 2019 Harvard Business School Publishing Corporation
Originally published in 
Harvard Business Review
in March 2000, 
January 2004, and December 2013
Reprint #10101, #10102, #R1312B
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eISBN: 978-1-63369-734-8

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contents
Preface vii
What Makes a Leader? 1
The Focused Leader 61
Leadership That Gets Results 113
Index 197
About the Author 209

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{ vii }
preface
Best-selling author Daniel Goleman 
first brought the concept of emotional 
intelligence (EI) to the forefront of business 
through his articles in 
Harvard Business 
Review
, establishing EI as an indispensable 
trait for leaders. Three of his most widely 
read and respected articles, “What Makes 
a Leader?” “The Focused Leader,” and 
“Leadership That Gets Results,” are 
presented here, together for the first time.

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{ viii }
Preface
These three classics show the direct ties 
between EI, focus, and measurable business 
results.
In “What Makes a Leader?” Goleman 
introduces his research that found that 
truly effective leaders are distinguished by 
a high degree of EI. The chief components 
of emotional intelligence—self-awareness, 
self-regulation, motivation, empathy, and 
social skill—can be strengthened through 
persistence, practice, and feedback from 
colleagues and other leaders. This article 
shows how to develop the self-management 
and relationship skills that form the basis of 
emotionally intelligent leadership.
Learning to focus your attention is 
increasingly important, as each of us is 

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{ ix }
Preface
distracted by technology both at work and at 
home. In “The Focused Leader,” Goleman 
explains why focus is crucial to great 
leadership. Every leader needs to cultivate a 
triad of awareness—an inward focus, a focus 
on others, and an outward focus. Focusing 
inward and focusing on others helps 
leaders cultivate emotional intelligence. 
Focusing outward can improve their ability 
to devise strategy, innovate, and manage 
organizations.
In “Leadership That Gets Results,” 
Goleman explains that many managers 
mistakenly assume that leadership style is a 
function of personality rather than strategic 
choice. Instead of choosing the one style 
that suits their temperament, leaders should 

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{ x }
Preface
ask which style best addresses the demands 
of a particular situation. Goleman describes 
six leadership styles derived from different 
emotional intelligence competencies— 
coercive, authoritative, affiliative, 
democratic, pacesetting, and coaching—and 
shows how each works best in particular 
situations and affects the organizational 
climate in a different way.
Whether you’re concerned with 
developing your own emotional intelligence 
or recognizing and strengthening EI in 
others, Goleman’s timeless research will 
prove practical and useful as you become the 
most effective leader you can be.

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{ 1 }