Primal Leadership: Realizing the Power of Emotional Intelligence

Goleman, Daniel;Boyatzis, Richard E.;McKee, Annie;Boyatzis, Richard

ISBN 10: 157851486X / ISBN 13: 9781578514861

Published by Harvard Business School Pr, Boston, Massachusetts, U.S.A., 2002

About this Item

Hard Cover in Dust Jacket. Quarter black paper with silver lettering stamped on spine, black paper over boards. 306 pages, appendixes, bibliographic end notes, index. CONDITION: Book AS NEW, text unmarked; DJ FINE, lightly rubbed, no tears, not price clipped. CONTENT: "This powerful book freshly imagines a new and necessary kind of working environment where matters of the heart have equal significance with matters of the mind. Absolutely required reading for leaders everywhere." - Warren Bennis, USC. >Guaranteed secure packaging, free tracking, and no-hassle return policy. Seller Inventory # 3812

Bibliographic Details

Title: Primal Leadership: Realizing the Power of ...

Publisher: Harvard Business School Pr, Boston, Massachusetts, U.S.A.

Publication Date: 2002

Binding: Hardcover

Condition: As New

Dust Jacket Condition: Very Good

Edition: 1st Edition

About this title

Synopsis:

Looks at the role of emotional intelligence in leadership, discussing the characteristics of a good leader and leadership styles, and outlines the steps to becoming an effective leader.

Review:

Bestselling author Daniel Goleman's theories on emotional intelligence 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. Business leaders who maintain that emotions are best kept out of the work environment do so at their organisation's peril. Since the actions of the leader apparently account for up to 70 per cent of employees' perception of the climate of their organisation, Goleman and his team emphasise 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 behaviours 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 organisational culture.--S Ketchum