情商3：影响你一生的工作情商（第2版）

加拿大有一家大型金融服务公司，这家公司曾经历过变革，研究人员对变革时期该公司的领导方式进行过一次测评。这家公司在市场解除管制之后，在市场中处于动荡不安局面，赢利极其不稳定，陷入苦苦挣扎之中。^[48]以往，他们在市场上受到保护，所以公司业绩稳定，获利颇丰，可是现在市场环境改变了，他们需要灵活应变才能在过去垄断的市场上占有一席之地。

该公司处于动荡时期时，研究人员对该公司的几位高级管理者进行了长达一年的跟踪研究，想看看他们怎样帮助公司渡过难关。研究结束时，研究人员会看看生产效率有无提高、奖金发放情况怎样，也会看看公司的工资预算，然后对每个管理者进行评估。结果发现，绝大多数管理者做得很好，虽然只有少数管理者完成了生产指标的17%，但其他管理者完成了生产指标的84%以上。

如果管理者在变革时期采用新型领导方式，通常业绩更好，而采用常规的传统管理方式的管理者在这段时期却大大束缚了员工的能力发挥。

员工评价成功的领导者时会说他们富有魅力、随机应变。他们的信心和进取精神能激励下属，鼓励员工大胆想象，机智应变，开拓新的思路。

上述研究结果与哈佛商学院领导才能研究专家约翰·科特（John Kotter）

所说的一致，科特一直认为管理和领导是不同的。^[49]科特认为管理是要保证公司工作有序进行、稳定生产、有良好的效率，而领导则是指能有效应对激烈竞争和时代变化所产生的变革。

科特说：“成功进行激励的方法可以是满足人们的基本成就需要，让员工有归属感和人生的方向。如果管理者对自己实现理想的能力充满信心，就能激发员工的干劲。如果管理者像控制机器一样控制员工的一举一动，就必将失败。我们的感受可以感染员工，引发强烈的回应。”这种领导能力实际上是在发挥情感的艺术。

1. Transmission of mood over two silent minutes: Howard Friedman and Ronald Riggio, “Effect ofIndividual Differences in Nonverbal Expressiveness on Transmission of Emotion,” Journal ofNonverbal Behavior 6 (1981).
2. Sigal Barsade. “The ripple effect: emotional contagion ingroups.” Working paper, Yale School ofManagement,1998; Sigal Barsade and Donald E. Gibson, “Groupemotion: A view from the top andbottom,” in D.Gruenfeld et al. (eds.) Research on Managing Groups and Teams (Greenwich, CT: JAIPress, in press, 1998).
3. Smiling the most contagious facial expression, and simplysmiling primes happiness: RobertLevenson and Anna Ruef, “Emotional Knowledge and Rapport,” in WilliamIckes (ed.), EmpathicAccuracy (New York: Guilford Press, 1997).
4. Pathway of emotional transmission: Hatfield et al., 1994op. cit.
5. Emotional adeptness and impact: Howard Friedman et al.,“Understanding and Assessing Non-verbal Expressiveness:The Affective Communication Test,” Journal of NonverbalBehavior 6 (1981).
6. The rep who would not translate: Cited in Richard H.Rosier (ed.), The Competency ModelHandbook, vol. 3(Boston: Linkage, 1996).
7. Deloitte & Touche competency model for top-performing management consultants: In Rosier (ed.),The Competency Model Handbook, vol. 3.
8. Impact on supervisors, managers, and executives: Richard Boyatzis, The Competent Manager: AModel for Effective Performance (New York: John Wiley and Sons, 1982).
9. Quality services: Boyatzis, The Competent Manager.
10. The dramatic service call: Lyle M. Spencer Jr. and SigneM. Spencer, Competence at Work:Models for SuperiorPerformance (New York: John Wiley and Sons, 1993).
11. The oil executive and the leisurely cup of coffee: cited inRosier (ed.), The Competency ModelHandbook, vol. 3.
12. Rapport in sales: Spencer and Spencer, Competence at Work.
13. Use local leaders: Sander Larkin, reply in Harvard BusinessReview, September-October 1996.
14. When strategic decisions are ignored: Paul C. Nuttprofessor of management, Ohio StateUniversity, reportedin Fast Company, October/November, 1997.
15. Power at the expense of others is a negative: Spencer andSpencer, Compe-tence at Work.
16. Jerry Kalov’s open phone line: Michelle Conlin, “TheTruth,” Forbes, February 10, 1997.
17. Poor communications: Newsweek, August 12, 1996.
18. Listening and effective communication: John Haas andChrista Arnold, “An Examination of theRole of Listeningin Judgments of Communication Competence in Co-workers,” The Journal ofBusiness Communication, April 1995.
19. Self-regulation and communication: Walter V. ClarkeAssociates, Pittsburgh, April 1997.
20. The virtues of being an emotional clean slate for socialinteraction: see Ralph Eber et al., “OnBeing Cool and Collected: Mood Regulation in Anticipation of Social Interaction,” Journal ofPersonality and Social Psychology70, (1996).
21. “Away”: Goffman cited as the primary example ofsomeone who is away people with mentalillness, whodisplay their private moods in public places. Irving Goffman, Behavior in Public Places(New York: Free Press, 1963).
22. The universal appreciation of composure: see S. M. Lymanand M. B. Scott, “Coolness inEveryday Life,” in S. M.Lyman and M. B. Scott (eds.), The Sociology of the Absurd (Pacific Palisades,CA: Goodyear, 1968).
23. Effective communicators are composed: “Activity VectorAnalysis: Some applications to theconcepts of emotional intelligence,” Walter V. Clarke Associates, Pittsburgh,June 1996.
24. Extroversion not an asset in all settings: Greg L. Stewartand Kenneth P. Carson, “PersonalityDimensions and Domains of Service Performance: A Field Investigation,”Journal of Business andPsychology 9 (1995).
25. Charlene Barshefsky in negotiation: Elsa Walsh, “TheNegotiator,” The New Yorker, March 18,1996.
26. Negotiation as cooperation: Herbert Kelman, “Negotiationas Interactive Problem-solving,”International Negotiation 1 (1996).
27. Vendor-retailer relations and negotiation style: Shankar Ganesan, “Negotiation Strategies and theNature of Channel Relationships,” Journal of Marketing Research,May 1993.
28. The confrontation in Harlem: Linda Lantieri and Janet Patti, Waging Peace in Our Schools(Boston: Beacon Press, 1996).
29. The twin tales of Ronald W. Allen and Gerald Grinstein: Martha Brannigan and Joseph B. White,“Why Delta AirLines Decided It Was Time for CEO to Take Off,” WallStreet Journal, May 30–31,1997; Phyllis Berman and Roula Khalaf, “Sweet-talking the Board,” Forbes, March15, 1993.
30. Lou Gerstner: quoted in Stephen Lohr, “On the Road with Chairman Lou,” New York Times, June26, 1994.
31. The power of Ronald Reagan’s smile: G. J. McHugo et al.,“Emotional Reactions to a PoliticalLeader’s Expressive Displays,” Journal of Personality and Social Psychology 49 (1985). There was adownside to Reagan’s emotiona-lintelligence capabilities, as he displayed a certain lack of self-awareness, if not outright self-deception. At times heseems not to have known the difference betweenfilms hehad seen or stories he heard and the actual facts. Reaganonce brought tears to the eyes ofYitzhak Shamir, then prime minister of Israel, with a story about his days withthe U.S. Signal Corpsrecording the atrocities of the German death camps at the end of World War II. Theproblem: Reaganspent the entire war in Hollywood recruiting for the army’s film units. He had, however, seen footagefrom the liberated camps and, apparently,convinced himself he’d been there. See MichaelKorda,“Prompting the President,” The New Yorker, October 6, 1997.
32. Positive leader, positive group mood: J. M. George and K.Bettenhausen, “Understanding ProsocialBehavior, Sales Performance, and Turnover: A Group Level Analysis in a Service Context,” Journal ofApplied Psychology 75 (1990).
33. Expressiveness: Howard S. Friedman et al.,“Understanding and Assessing Non-verbalExpressiveness:The Affective Communication Test,” Journal of Nonverbal Behavior 6 (1981).
34. Sincerity and charisma: Patricia Wasielewski, “TheEmotional Basis of Charisma,” SymbolicInteraction 8 (1985).
35. In my (unweighted) analysis of leadership competence models from organizations around theworld, theproportion of emotional intelligence-based competencies listed to cognitive abilities andexpertise was about 80 percent. But in many corporate competence models forleadership, 100 percentof the ingredients listed derivefrom emotional intelligence. A weighted analysis, done byHay/McBer,puts the value of emotional competence incontributing to outstanding leadership at just below90percent. See Appendix 2.
36. Cross-cultural comparison of CEO competencies: LyleSpencer Jr. et al., Competency AssessmentMethods: Historyand State of the Art (Boston: Hay/McBer, 1997). CEOsstudied were in Japan, China,the Philippines, Canada, the United States, Mexico, Venezuela, the United Kingdom,Belgium, France,Germany, Spain, and Italy. This recipefor excellence in leadership seems roughly the sameworldwide;differences from region to region are innuances of how the competencies play out in a givenculture.
37. Robert E. Kaplan, Beyond Ambition: How Driven ManagersCan Lead Better and Live Better (SanFrancisco: Jossey-Bass, 1991).
38. Commands in the U.S. Navy: Wallace Bachman, “Nice Guys Finish First: A SYMLOG Analysisof U.S. Naval Commands,” in Richard Brian Polley et al. (eds.), The SYMLOG Practitioner:Applications of Small Group Research (New York: Praeger, 1988).
39. Navy command emotional style: Polley et al. (eds.), The SYMLOG Practitioner.
40. The manager who put his foot down: Spencer and Spencer, Competence at Work.
41. Self-control and managers: David C. McClelland and Richard Boyatzis, “The Leadership MotiveProfile and Long-term Success in Management,” Journal of Applied Psychology 67 (1982).
42. Self-control and organizational goals: Boyatzis, The Competent Manager.
43. John Patrick’s epiphany at IBM: the tale is told in Eric Ransdell, “IBM’s Grassroots Revival,” FastCompany, October/November 1997.
44. Self-confidence and flourishing in change: Jane Howell and Bruce Avolio, “TransformationalLeadership, Transactional Leadership, Locus of Control, and Support for Innovation: Key Predictors ofConsolidated-Business-Unit Performance,” Journal of Applied Psychology 78 (1993).
45. Transformational leadership: M. B. Bass, Bass and Stodgill’s Handbook of Leadership: Theory,Research and Applications, 3rd ed. (New York: Free Press, 1990).
46. Transformational leadership: see the discussion in BlakeE. Ashforth and Ronald H. Humphreys,“Emotion in the Workplace: An Appraisal,” Human Relations 48 (1995).
47. Transformational leadership marshals greater efforts: R. J. House et al., “Charismatic and Non-charismatic Leaders: Differences in Behavior and Effectiveness,” in J. A. Conger et al. (eds.),Charismatic Leadership: The Elusive Factor in Organizational Effectiveness (San Francisco: Jossey-Bass, 1988).
48. Test of transformational leadership at a Canadian financial services company: Howell and Avolio,“Transformational Leadership.”
49. Management versus leadership: John Kotter, “What Leaders Really Do,” Harvard BusinessReview, May/June 1990.