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Primal Leadership, With a New Preface by the Authors: Unleashing the Power of Emotional Intelligence Paperback – August 6, 2013
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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 an out of print or unavailable edition of this title.
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 an out of print or unavailable edition of this title.
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Top Customer Reviews
This book presents the challenge of leadership as a challenge to be a mentally/emotionally healthy person that ends up inspiring others towards that health as well.
I gave it a 3 star because I feel the content of the book is great, but that the presentation of the material could have been better.
It is not at all a difficult book to read and it makes very worthwhile points that if one takes seriously and attempts to apply to his own life, could indeed change everything. Self awareness, social awareness, self-management and relationship management encompass such a wide range of personal development, and they do cover a lot of very worthwhile material here. They present a lot of information in charts and make it easy to outline with take-away messages but there aren't a whole lot of super-clear action steps. For those who are in management, want to get better at it, but are stuck wondering how to get to the marvelous place that is described in this book here, it will be another book that gets read without any resulting change in behavior.
It does cite some academic research and provides quite a bit of information about how brain-function works when it comes to these concepts, but does so in a way that the casual reader won't notice, but also that an academic reader that expects a great deal of citation will find inadequate.
I applaud the fact that they are getting this kind of information out there, and if the reader does do the work of taking the example stories out of this book and truly imagining what can be possible if they achieve such awareness and do practice relating to others with this level of sincerity and care, then you couldn't help but be a fantastic leader of any organization, but there is little about this book that will shake you and make you do so.
I should add, I quoted this book extensively during my Masters in Organizational Leadership program, at one of the top universities for Master's in Business degrees. I don't know why it was not one of the required texts, but it should have been. My professors all found the insights I shared from this book to be very worth while, and I received straight A's in my classes.
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.