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Rescooped by Mr Branson from Business Brainpower with the Human Touch!

What Makes a Leader?

What Makes a Leader? | Business Video Directory |
It was Daniel Goleman who first brought the term “emotional intelligence” to a wide audience with his 1995 book of that name, and it was Goleman who first applied the concept to business with his 1998 HBR article, reprinted here. In his research at nearly 200 large, global companies, Goleman found that while the qualities traditionally associated with leadership—such as intelligence, toughness, determination, and vision—are required for success, they are insufficient. Truly effective leaders are also distinguished by a high degree of emotional intelligence, which includes self-awareness, self-regulation, motivation, empathy, and social skill.

Via The Learning Factor
Momentum Factor's curator insight, February 9, 2015 4:59 PM

'Daniel Goleman found direct ties between emotional intelligence and measurable business results.' He outlines them here for some interesting reading. 

Jessica Starkman's curator insight, April 21, 2015 9:44 PM

old but good article

Rescooped by Mr Branson from Business Brainpower with the Human Touch!

Fueling Growth in Uncertain Times

Fueling Growth in Uncertain Times | Business Video Directory |

Wall Street and Capitol Hill are in different cities, but where dialog on major economic issues is concerned, they might as well be on different continents. Many corporate executives suspect that policy makers do not understand business. And government officials, for their part, often view business people as being short-sighted and more concerned with profits than the pressures of public policy.


To bridge this gap between New York City and Washington, D.C., the Wharton School -- located appropriately midway in Philadelphia -- recently launched the Wharton Public Policy Initiative. On March 7, the Initiative hosted its first major event, the Wharton Economic Summit, in New York City. "Our goal was to bring together business leaders and policy makers and talk about major sectors of the economy," says Mark Duggan, faculty director of the Wharton Public Policy Initiative. "We wanted to shine a light on a path forward for the U.S. economy that will be important for future growth." Marc Rowan, co-founder of Apollo Global Management and chair of the Summit, adds: "Think tanks are funded by the left or the right. We are an independent party, and we want to show that business can be a resource for policy makers."



Via The Learning Factor
The Learning Factor's curator insight, May 5, 2013 5:58 PM

In this special report, Knowledge@Wharton covers themes from the Wharton Economic Summit.

Rescooped by Mr Branson from Business Brainpower with the Human Touch!

The CFO’s Role in the Pursuit of Growth

The CFO’s Role in the Pursuit of Growth | Business Video Directory |

The more CFOs contribute to strategy, the more relevant their perceptions of growth may become. That’s a key finding from a recent McKinsey Global Survey,1 which asked C-level and senior managers to identify their companies’ biggest strategic challenges—and how effective their CFOs are at driving growth.


Respondents largely agree that achieving sustainable growth is the most pressing strategic challenge their companies face (Exhibit 1). Among CFOs, 86 percent report finding new sources of growth (both organic and inorganic) is a challenge, while 77 percent cite balancing long-term growth with short-term investor pressures as a challenge. Other executives agree: 72 percent and 70 percent of them cite these, respectively, as their companies’ strategic challenges. When asked what the most important drivers of this growth might be over the next five years, the largest share of CFOs (45 percent) cite organic growth, compared with 36 percent of non-CFO respondents; CFOs are also less likely to see shifting of resources within the portfolio as the most important driver. These results indicate no real consensus on a single best path to growth or on the actual value of organic growth relative to M&A. They do, however, characterize the perception of CFOs relative to other executives at a time when the influence of CFOs may increase along with their role in strategy. The differences among them suggest at least the likelihood of healthy debate on the sources and sustainability of growth.

Via The Learning Factor
The Learning Factor's curator insight, June 6, 2013 6:49 PM

As CFOs play a bigger role in strategy, their influence may bring renewed focus on organic growth. A McKinsey & Company article.

ksraju's curator insight, June 7, 2013 9:38 AM

financial managment

Rescooped by Mr Branson from Business Improvement!

Servant Leadership: A Path to High Performance

Via Daniel Watson
Daniel Watson's curator insight, April 29, 2013 4:36 AM

Leadership means many things to business owners, and many believe that to be a great leader, they must be charismatic, have a commanding presence, be a visionary and also be well educated at a top school.

Unfortunatly, if they do not fit this mold, many business owners see the leadership role as not being an area in which they can make a huge difference to their businesses.

This excellent article, dispells this widely held belief and suggests that servant leadership is displayed by the most successful leaders, few of whom display the common traits believed to be displayed by great leaders.

CAEXI BEST's curator insight, April 29, 2013 8:28 PM

Servant Leadership: Un chemin vers la haute performance

Kimberly (Pope) Kindred's curator insight, May 14, 2013 8:42 PM

What are your thoughts on being a servant leader? Its worth a read.