Primal Leadership: Learning to Lead with Emotional Intelligence
by Annie McKee, Daniel Goleman, Richard E. Boyatzis
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Book Summary Information
Author: Annie McKee, Daniel Goleman, Richard E. BoyatzisEdition: Paperback
Audio: English (Original Language); English (Unknown); English (Published)
Published: 2004-03
ISBN: 1591391849
Number of pages: 336
Publisher: Harvard Business School Press
Book Reviews of Primal Leadership: Learning to Lead with Emotional Intelligence
Book Review: Great Read for everyone
Summary: 5 Stars
I had to read this book for a class I was taking and did not have high expectations. However, what a great read! It is well written and very readable. If one doesn't grasp the concept of emotional intelligence and how to use it in day to day life (not just for work) this is the book for you. I am planning on reading it again.
Summary of Primal Leadership: Learning to Lead with Emotional Intelligence
National Bestseller Available in PaperbackDrawing 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.
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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