HBR's 10 Must Reads on Emotional Intelligence (with featured article “What Makes a Leader?” by Daniel Goleman)(HBR's 10 Must Reads)

Self-awareness can also be identified during performance reviews. Self-aware people know—and are comfortable talking about—their limitations and strengths, and they often demonstrate a thirst for constructive criticism. By contrast, people with low self-awareness interpret the message that they need to improve as a threat or a sign of failure.

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

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.

which personal capabilities drove outstanding performance within these organizations, and to what degree they did so.

emotional intelligence is the sine qua non of leadership.

They also display an unflagging energy to do things better.

In my research, extreme displays of negative emotion have never emerged as a driver of good leadership.

They are driven to achieve beyond expectations

By contrast, those with leadership potential are motivated by a deeply embedded desire to achieve for the sake of achievement.

The first sign is a passion for the work itself—such people seek out creative challenges, love to learn, and take great pride in a job well done.