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Management & Leadership |
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Primal Leadership: Learning to Lead with Emotional Intelligence
written by Daniel Goleman, Richard E. Boyatzis, Annie McKee
Studio : Harvard Business School Press
by Harvard Business School Press
Publisher : Harvard Business School Press
Released : 2004-03
Availability : Usually ships in 1-2 business days
Number of Items : 1
EAN : 9781591391845
Avg. Customer Rating: (based on 85 reviews)
List Price : $17.00
Our Price : $9.57
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Product Description |
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National Bestseller Available in Paperback "Just as Goleman's first book redefined intelligence, his new treatise…reassesses what makes a great leader."
-Time magazine "Daniel Goleman has done it again! …a fascinating account of how emotions are at the heart of effective leadership. This book is a gem."
--David Gergen, Director, Center for Public Leadership, John F. Kennedy School, Harvard University Drawing from decades of research within world-class organizations, the authors show that great leaders-whether CEOs or managers, coaches or politicians-excel not just through skill and smarts, but by connecting with others using Emotional Intelligence competencies like empathy and self-awareness. The best leaders, they show, have "resonance"-a powerful ability to drive emotions in a positive direction to get results-and can fluidly interchange among a variety of leadership styles as the situation demands. Groundbreaking and timely, this book reveals the new requirements of successful leadership. |
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Americancivilwar.com |
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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 |
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Great Expectations but ...... |
I ran across this book on a Listamania list that highly recommended this book. While the subject matter is of great interest to me, I felt somewhat disappointed that it didn't deliver in the way I was anticipating. I personally believe that 6 styles of leadership is about 4 more than we need. I also disagree with the styles being interchangeable. Situations may change but great leaders maintain their leadership style. That's one of the reasons why they are great versus mediocre.
While some parts of the book are thought provoking, it does not provide any specifics on constructing an action plan for getting from point A to B. While the authors are well-meaning and did research a lot of data, I believe their academic background got in the way while writing this book.
I hope you find this review helpful. Michael L. Gooch, SPHR - Author of Wingtips with Spurs
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An Essential Guide for Leadership |
I've read a number of leadership books, and Primal Leadership is among the best I've picked up. Goleman and crew outline a well balanced understanding of the different facets of leadership and the important skill of reading and capitalizing on the emotional state of the organization which one leads. This book is filled with numerous stories and cases where the principles advocated for are illustrated quite nicely.
This book is worth your time if you are seeking to develop your own leadership capabilities. |
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Best of Goleman |
I have read many of Goleman's books on EQ. Each holds some gems inside lots of fluff. Goleman's premise is emotional competencies (listening, empathy, etc.) form a separate category of intelligence. I can agree with that. Unfortunately, this has become a business franchise for him, so I think he takes it too far. He asserts it is THE defining intelligence of star performers. The thesis is easy to swallow at first, as his books are written in the standard business best-seller sensational journalist format.
I would counter with the work of Marcus Buckingham which maintains that each of us has our individual strengths and weakness. When we work to our strengths, we excel. Goleman is trying to fit all the characteristics of star performers into an emotional intelligence frame work. I know plenty of respected star performers whom lack high EQ. The business bookshelfs are full of other counter examples as well.
Primal Leadership sets itself apart from Goleman's other books by providing useful examples of the leadership problems I have encountered at work over, and over again. In some cases, I have committed them myself! With Primal Leadership you get some EQ self-help to help you break the chain of abuse. |
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Primal Leadership |
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This is a very intersting book. I am new to leadership and just starting to go through book and I find it with many fascinating ideas. |
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IQ, EI or Common Sense? |
Like some of the other reviewers who have written critical reviews of this book, I certainly recognize the merits and importance of the information being presented yet question the necessity of the amount of research and discussion entailed. The business world can certainly be a cutthroat place where tough bosses, competitive coworkers and unreasonable deadlines abound. However, should it really be such a novel idea that, in a leadership role, being nice works? As adults, do we so easily forget the old parental teachings about being friendly, that you "catch more flies with honey than with vinegar"? Is an entire book describing how to be an empathetic person in your leadership really necessary?
I will admit that much of the more scientific aspects, such as the "neuroanatomy of leadership" were very interesting and provided great physiological proof to back their theories. It actually was eye-opening to see exactly why being "emotionally intelligent" works. There was certainly a much more in-depth discussion of techniques and situations. However, I still felt that the descriptions of how to emotionally intelligent were rather self-explanatory. Through most of the book, I found myself subconsciously nodding in agreement and waiting to read something that didn't already seem to me to be common sense knowledge.I would think that most leaders would want to build relationships with their coworkers, shed a positive light on most situations. It seems obvious that leaders would develop a rapport with those they lead so that when they are assigned a task, they will do it willingly.
Overall, the book was an easy read, very accessible and probably would be of help to those who may be used to some of the more ineffective, dissonant leadership styles. For me, as a self-proclaimed very friendly person, I didn't feel that I exactly found any new material to add to my leadership skills. |
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