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New Leaders [Paperback]

D Et Al Goleman (Author)
4.5 out of 5 stars  See all reviews (2 customer reviews)


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Book Description

December 4, 2003
As business reinvents itself at broadband speed, what makes leaders effective has inevitably been transformed. Old assumptions and old modes no longer hold; a new style of leadership that works has emerged amidst the chaos of change. This new leader excels in the art of relationship, the singular expertise which the changing business climate renders indispensable. Excellence is being defined in interpersonal terms as companies have stripped out layers of managers, as corporations merge across national boundaries, and as customers and suppliers redefine the web of connection. Bestselling author Daniel Goleman argues that emotionally intelligent leaders are now 'must-haves' for business today. But many readers have been left with, So now what do I do? The New Leaders answers that question by laying out the map for transforming leadership in individuals, in teams and organisations.


Editorial Reviews

Review

'The book is a masterpiece of marketing... Goldman is the guru. We hang on his every word.' SUNDAY TELEGRAPH

About the Author

Daniel Goleman's Emotional Intelligence was a worldwide bestseller in 1995. This book applies the vital role of emotional intelligence to the new style of leadership.

Product Details

  • Paperback: 336 pages
  • Publisher: Little Brown P/B (December 4, 2003)
  • Language: English
  • ISBN-10: 0751533815
  • ISBN-13: 978-0751533811
  • Product Dimensions: 7.6 x 5 x 1.1 inches
  • Shipping Weight: 11.4 ounces
  • Average Customer Review: 4.5 out of 5 stars  See all reviews (2 customer reviews)
  • Amazon Best Sellers Rank: #949,275 in Books (See Top 100 in Books)

More About the Author

DANIEL GOLEMAN is the author of the international bestsellers Emotional Intelligence, Working with Emotional Intelligence, and Social Intelligence, and the co-author of the acclaimed business bestseller Primal Leadership. He was a science reporter for the New York Times, was twice nominated for the Pulitzer Prize, and received the American Psychological Association's Lifetime Achievement Award for his media writing. He lives in the Berkshires.

 

Customer Reviews

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Average Customer Review
4.5 out of 5 stars (2 customer reviews)
 
 
 
 
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Most Helpful Customer Reviews

3 of 3 people found the following review helpful:
5.0 out of 5 stars Lucid examination of leadership's emotional base, May 19, 2006
This review is from: New Leaders (Paperback)
The authors of this clearly written book draw on deep research and numerous studies of psychology and neurology to show that great leadership is primarily and essentially a matter of emotional intelligence. Notwithstanding the extensive support and the documentation from academic literature, authors Daniel Goleman, Richard Boyatzis and Annie McKee have written an intelligent, lucid, easily accessible presentation. They contend that, with practice, you can develop the critical leadership competencies of self-awareness, self-management and social/relationship skills. Although the authors may understate the difficulty of developing these abilities, we find their arguments reasonable, persuasive and useful.
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1 of 1 people found the following review helpful:
4.0 out of 5 stars Emotional intelligence for leaders, April 1, 2010
By 
Darren Cronshaw (Melbourne, Australia) - See all my reviews
This review is from: New Leaders (Paperback)
Daniel Goleman, The New Leaders: Transforming the Art of Leadership into the Science of Results (London: Time Warner, 2002)

Goleman's theory is that emotional intelligence (self-awareness, self-management, social awareness and relationship management) is important but rarely recognized (compare his original contribution Emotional Intelligence). Here he argues the task of leaders is to create resonance in people - a reservoir of positivity that brings out their best. An emotionally intelligent leader will set the emotional level of their organization, nurture relationships, surface simmering issues and articulate a mission that inspires those they lead. Like a skilled golf player choosing different clubs for different plays, they will skillfully switch between visionary, coaching, affiliative, democratic (and sparingly pacesetting and commanding) leadership styles. To develop EI leaders need feedback and learning improvement plans, and organizations need processes like dynamic inquiry and EI leaders to guide them. He writes: "Resonant leaders know when to be collaborative and when to be visionary, when to listen and when to command. Such leaders have a knack for attuning to their own sense of what matters and articulating a mission that resonates with the values of those they lead. These leaders naturally nurture relationships, surface simmering issues and create the human synergies of a group in harmony. They build a fierce loyalty by caring about the careers of those who work for them, and inspire people to give their best for a mission that speaks to shared values." (p.248)

Originally reviewed for "The Emerging Church: Pioneering Leadership and Innovation Reading Guide", Zadok Paper (Forthcoming 2010).
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