Harvard Business Review Articles Free

[Nickie Koskinen]

Emotionalintelligence is the ability to understand and manage your emotions, as well as recognize and influence the emotions of those around you. The term was first coined in 1990 by researchers John Mayer and Peter Salovey but was later popularized by psychologist Daniel Goleman.

One of the most common indicators of low emotional intelligence is difficulty managing and expressing emotions. You might struggle with acknowledging colleagues' concerns appropriately or wrestle with active listening.

Self-management refers to the ability to manage your emotions, particularly in stressful situations, and maintain a positive outlook despite setbacks. Leaders who lack self-management tend to react and have a harder time keeping their impulses in check.

Global leadership development firm DDI ranks empathy as the number one leadership skill, reporting that leaders who master empathy perform more than 40 percent higher in coaching, engaging others, and decision-making. In a separate study by the Center for Creative Leadership, researchers found that managers who show more empathy toward their direct reports are viewed as better performers by their bosses.

These foundational steps in self-awareness and empathy are essential for building a robust emotional intelligence framework. They set the stage for a deeper exploration of the four core competencies crucial for effective leadership.

Emotional intelligence can enhance your ability to manage interpersonal relationships, which is crucial for fostering positive team dynamics, empathy, and effective collaboration. By mastering emotional intelligence, you can continue to advance your career and organization.

Do you want to enhance your leadership skills? Download our free leadership e-book and explore our online course Leadership Principles to discover how you can become a more effective leader and unleash the potential in yourself and others.

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Harvard Business Review (HBR)[3][4] is a general management magazine[5] [6] published by Harvard Business Publishing, a not-for-profit, independent corporation that is an affiliate of Harvard Business School. HBR is published six times a year[3] and is headquartered in Brighton, Massachusetts.

HBR covers a wide range of topics that are relevant to various industries, management functions, and geographic locations. These include leadership, negotiation, strategy, operations, marketing, and finance.[7]

Harvard Business Review has published articles by Clayton Christensen, Peter F. Drucker, Justin Fox, Michael E. Porter, Rosabeth Moss Kanter, John Hagel III, Thomas H. Davenport, Gary Hamel, C. K. Prahalad, Vijay Govindarajan, Robert S. Kaplan, Rita Gunther McGrath and others.[8][9] Several management concepts and business terms were first given prominence in HBR.

Harvard Business Review began in 1922[6] as a magazine for Harvard Business School. Founded under the auspices of Dean Wallace Donham, HBR was meant to be more than just a typical school publication. "The paper [HBR] is intended to be the highest type of business journal that we can make it, and for use by the student and the business man. It is not a school paper," Donham wrote. Initially, HBR's focus was on macroeconomic trends, as well as on important developments within specific industries.

Following World War II, HBR emphasized the cutting-edge management techniques that were developed in large corporations, like General Motors, during that time period. Over the next three decades, the magazine continued to refine its focus on general management issues that affect business leaders, billing itself as the "magazine for decision makers". Prominent articles published during this period include "Marketing Myopia" by Theodore Levitt and "Barriers and Gateways to Communication" by Carl R. Rogers and Fritz J. Roethlisberger.

In the 1980s, Theodore Levitt became the editor of Harvard Business Review and changed the magazine to make it more accessible to general audiences. Articles were shortened and the scope of the magazine was expanded to include a wider range of topics. In 1994, Harvard Business School formed Harvard Business Publishing (HBP) as an independent entity.

In 2002, a management and editorial staff shakeup occurred at the publication after the revelation of an affair between editor-in-chief Suzy Wetlaufer and former General Electric CEO Jack Welch. The two met while Wetlaufer was interviewing Welch while researching an article for the research-based magazine.[11] Two senior Harvard Business Review editors left complaining the affair initiated during Wetlaufer's work with Welch for an article had broken ethical standards and cited an unfair office climate. Shortly after the resignations, Wetlaufer resigned on March 8, 2002 amid further rebuke by remaining staff.[12] Three months later, the publisher, Penelope Muse Abernathy, was also forced out.[13]

Between 2006 and 2008, HBP went through several reorganizations but finally settled into the three market-facing groups that exist today: Higher Education, which distributes cases, articles, and book chapters for business education materials; Corporate Learning, which provides standardized on-line and tailored off-line leadership development courses; and Harvard Business Review Group, which publishes Harvard Business Review magazine and its web counterpart (HBR.org), and publishes books (Harvard Business Review Press).

In 2009, HBR brought on Adi Ignatius, the former deputy managing editor of Time magazine, to be its editor-in-chief.[14] Ignatius oversees all editorial operations for Harvard Business Review Group. At the time that Ignatius was hired, the United States was going through an economic recession, but HBR was not covering the topic. "The world was desperate for new approaches. Business-as-usual was not a credible response," Ignatius has recalled. During this period the frequency of HBR switched from ten times per year to six times per year.[15]

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