- Paperback: 416 pages
- Publisher: Sphere (November 2, 2002)
- Language: English
- ISBN-10: 0751533815
- ISBN-13: 978-0751533811
- Product Dimensions: 5 x 1.1 x 7.8 inches
- Shipping Weight: 9.9 ounces
- Average Customer Review: 5 customer reviews
- Amazon Best Sellers Rank: #821,695 in Books (See Top 100 in Books)
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The New Leaders: Transforming the Art of Leadership Paperback – November 2, 2002
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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.
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After Goleman wrote Emotional Intelligence, both he and an entire self-help industry has been awakened with a new buzzword to try and take advantage of. The original book on Emotional Intelligence is very good and lays out the evidence of being more self-aware, emotionally stable and being able to connect with others in a very compelling way. Since then however, Goleman has been writing one after another book on emotional intelligence in different domains. All of them fall flat because his original already explained exactly why being more emotionally intelligent is something that will benefit everybody.
This book is no different. Emotional intelligence is already assumed to be a good thing and the rest of the book just stumbles into random leadership concepts and the odd confirming anecdote after another.
If you enjoyed Emotional Intelligence, stay clear of this book. The only interesting and valuable information of this book is the leadership styles and I'm sure this can be had somewhere else.
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).