A reflection of the Harvard Business Review, 2001 reveals that emotional intelligence is increasingly emphasized. Compared with journals of 2001, the previous publications of Harvard Business Review focuses more on the theoretical side. When discussing how to make an organization highly productive, the key words are often associated with: effective supply chain management (Competing on Capabilities: The Secret of Walmart Success, 1992), successful production system (Decoding the DNA of the Toyota Production System, 1999), and well-designed corporation structure (The New Boundary of the Boundaryless Company, 1992). These concepts are often like knowledge-based. Quite a few articles provide readers with real cases of top business organization, introducing their prestigious strategies of management, from managing inventories to managing subordinates. It tends to educate its readers to be well-informed leaders, who learn from the previous success, find out patterns and tips, and make improvement based on the accumulated experiences. Admittedly, topics, such as Emotional Quotient, motivation, innovation, are also mentioned in publications before 2001. However, they only appear in several publications and always get limited emphasis. In 2001, however, more and more articles start to talk about the emotional intelligence. Being “emotionally intelligent” gradually becomes an important criterion of successful leader. A good leader is no longer defined as a man who can allocate resources in an optimal way. In addition, it requires the leaders to be “emotionally intelligent”. Abundant researches are conducted to figure out the ideal personalities of leaders who can create a highly motivated organizational atmosphere. Based on various researches, many criterias are listed out, such as being sincere, optimistic, energetic, and reasonable. All these favorable characteristics are summed up as “emotional intelligence”, which filter