Enter your mobile number or email address below and we'll send you a link to download the free Kindle App. Then you can start reading Kindle books on your smartphone, tablet, or computer - no Kindle device required.
To get the free app, enter your mobile phone number.
Other Sellers on Amazon
+ $4.87 shipping
Primal Leadership: Learning to Lead with Emotional Intelligence Paperback – January 1, 2004
|New from||Used from|
Frequently bought together
Customers who bought this item also bought
Business leaders who maintain that emotions are best kept out of the work environment do so at their organization's peril. Bestselling author Daniel Goleman's theories on emotional intelligence (EI) have radically altered common understanding of what "being smart" entails, and in Primal Leadership, he and his coauthors present the case for cultivating emotionally intelligent leaders. Since the actions of the leader apparently account for up to 70 percent of employees' perception of the climate of their organization, Goleman and his team emphasize the importance of developing what they term "resonant leadership." Focusing on the four domains of emotional intelligence--self-awareness, self-management, social awareness, and relationship management--they explore what contributes to and detracts from resonant leadership, and how the development of these four EI competencies spawns different leadership styles. The best leaders maintain a style repertoire, switching easily between "visionary," "coaching," "affiliative," and "democratic," and making rare use of less effective "pace-setting" and "commanding" styles. The authors' discussion of these methods is informed by research on the workplace climates engendered by the leadership styles of more than 3,870 executives. Indeed, the experiences of leaders in a wide range of work environments lend real-life examples to much of the advice Goleman et al. offer, from developing the motivation to change and creating an improvement plan based on learning rather than performance outcomes, to experimenting with new behaviors and nurturing supportive relationships that encourage change and growth. The book's final section takes the personal process of developing resonant leadership and applies it to the entire organizational culture. --S. Ketchum --This text refers to the Hardcover edition.
From Publishers Weekly
"The fundamental task of leaders... is to prime good feeling in those they lead. That occurs when a leader creates resonance a reservoir of positivity that unleashes the best in people. At its root, then, the primal job of leadership is emotional." So argue Goleman (Emotional Intelligence) and EI (emotional intelligence) experts Boyatzis and McKee. They use the word "primal" not only in its original sense, but also to stress that making employees feel good (i.e., inspired and empowered) is the job a leader should do first. To prove that the need to lead and to respond to leadership is innate, the authors cite numerous biological studies of how people learn and react to situations (e.g., an executive's use of innate self-awareness helps her to be open to criticism). And to demonstrate the importance of emotion to leadership, they note countless examples of different types of leaders in similar situations, and point out that the ones who get their employees emotionally engaged accomplish far more. Perhaps most intriguing is the brief appendix, where the authors compare the importance of IQ and EI in determining a leader's effectiveness. Their conclusion that EI is more important isn't surprising, but their reasoning is. Since one has to be fairly smart to be a senior manager, IQ among top managers doesn't vary widely. However, EI does. Thus, the authors argue, those managers with higher EI will be more successful. (Mar. 11)Forecast: Goleman already has a legion of fans from his early books on EI. His publisher is banking on his fame; the house has planned a $250,000 campaign and a 100,000 first printing.
Copyright 2002 Cahners Business Information, Inc.--This text refers to the Hardcover edition.
Author interviews, book reviews, editors picks, and more. Read it now
Top customer reviews
There was a problem filtering reviews right now. Please try again later.
Actually, Primal Leadership isn't so primal at all. It takes re-reading the book over and over again and practicing what it preaches for quite some time. The book covers so much issues that you might spend quite a lot of time trying to lead, while you know you should lead differently. That's exactly the difference between knowldege and wisdom. When you know something, you might actually don't do it. Having the wisdom, you just practice what you preach.
Now my business is growing faster than ever and I must say this book is one of the key factors in providing leadership and getting operations and projects running smoothly. It may not give you sales or good ideas, but it will definitly give you leadership.
The thesis of Goleman, Boyatzis, and McKee's Primal Leadership is that it is neither a high IQ nor masterful skills that truly make a leader - the key essence is a high level of emotional intelligence.
This emotional intelligence helps leaders create resonance, which is "a reservoir of positivity that frees the best in people" (Location 46). Leaders can do this by moving between the six different leadership styles, while also increasingly growing in the four emotional intelligence domains. If leaders grasp these truths, then the impact across their lives, teams, organizations, and society will be revolutionary.
In the first section, the authors argue for the importance of emotional intelligence, while relating it to resonance. They then describe the four emotional intelligence domains (self-awareness, self-management, social awareness, and relationship management), and the six leadership styles - four of which are resonant (visionary, coaching, affiliative, democratic), and two of which are dissonant (pacesetting, and commanding).
The second part of the book details how to become a resonant leader using Boyatzis's theory of self-directed learning. This is a section that is full of important insights, such as understanding how change does not just happen because one decides to do it, but how one needs to develop manageable learning goals, seize organic learning opportunities, and practice - all of this in the context of relationships.
The last section of the book highlights how emotionally intelligent leaders can extend their emotional intelligence throughout their teams and organizations. The authors are essentially integrating all the concepts of their book into this section, with a strong bent toward application. Consequently, "to build an emotionally intelligent organization, you need to do three things: discover the emotional reality, visualize the ideal, and sustain emotional intelligence" (Location 3628).
This book is a gem and has helped me, and will continually help me into the future - so for that reason I give it a 5 out of 5.
Goleman alerts leaders to "CEO Disease," which he describes as the information vacuum around a leader when people withhold important critical feedback, fed by the instinct to please the boss or the fear of a boss who surrounds himself or herself with "yes men." Since the same leader typically displays different competencies to different people, 360-degree evaluations can help leaders overcome their blind spots. While the evulations of bosses and clients may provide valuable insight, Goleman provides strong evidence that the perspectives of subordinates and peers have the most predictive validity of a leader's actual effectiveness over the long term.
The book concentrates on theory and supporting research, which may alienate some readers who prefer prescriptive recommendations. However, Goleman provides the fundamental principles that a smart leader can use to formulate the appropriate prescription for his or her own situation. I highly recommend "Primal Leadership" for anyone who desires to develop as a leader.