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
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.
From Library Journal
Goleman (Emotional Intelligence) teams with Richard E.
Boyatzis (Weatherhead Sch. of Management, Case Western Reserve) and Annie
McKee (Management Development Services, North America, Hay Group) to focus
on the relationship between Emotional Intelligence (EI) and successful
leadership. The authors define EI as handling one's emotions well when
dealing with others and go on to describe how EI makes good leaders.
Throughout, the authors talk about leaders exhibiting "resonance," defined
as bringing out the best in people by being positive about their emotions,
and "dissonance," defined as bringing out the worst in people by undermining
their emotions. The book is arranged in three sections, with the first
section describing the characteristics of resonant and dissonant leadership
as well as the four dimensions of EI, which are self-awareness,
self-management, social awareness, and relationship management. This section
also describes the different types of leadership styles, such as visionary,
coaching, and commanding. The second section outlines the steps one needs to
take to become a more positive leader, and the third section discusses how
to use these newfound skills to build a better organization. Real-life
leadership stories are provided throughout. Recommended for public,
corporate, and academic libraries. Stacey Marien, American Univ.,
Copyright 2001 Reed Business Information, Inc.
"Great leaders move us, . . . ignite passion, and
inspire the best in us"--so the authors offer as the premise of this
provocative book. In and of itself, this assertion is hardly groundbreaking.
The book distinguishes itself by departing from ho-hum leadership treatises
to put forth a winning concept the authors call emotional
intelligence, which is defined as the ability to handle our emotions and our
relationships in a positive way. Goleman is a researcher and author of the
best-selling Emotional Intelligence (1995); Richard Boyatzis is a
professor of management; and the third coauthor, Annie McKee, is a
graduate-level education instructor. Drawing on their own field observations
as well as research into brain functioning and chemistry, the authors
demonstrate the connection between emotional intelligence and leadership.
Leaders, in their estimation, can and must drive their organizations by
using positive emotions. Basically speaking, people want to work for those
who exude upbeat feelings. Conversely, "the power of toxic leadership to
poison the emotional climate of a workplace" is considerable. Well-written,
intelligent, approachable, and stimulating business books have a way of
sneaking onto best-seller lists. This one just might do exactly that.
Copyright © American Library Association. All rights reserved
Daniel Goleman's international bestseller Emotional
Intelligence forever changed our concept of "being smart," showing how
emotional intelligence (EI)-how we handle ourselves and our
relationships-can determine life success more than IQ. Then, Working with
Emotional Intelligence revealed how stellar career performance also
depends on EI.
Now, Goleman teams with renowned EI researchers Richard Boyatzis and
Annie McKee to explore the role of emotional intelligence in leadership.
Unveiling neuroscientific links between organizational success or failure
and "primal leadership," the authors argue that a leader's emotions are
contagious. If a leader resonates energy and enthusiasm, an organization
thrives; if a leader spreads negativity and dissonance, it flounders. This
breakthrough concept charges leaders with driving emotions in the right
direction to have a positive impact on earnings or strategy.
Drawing from decades of analysis within world-class organizations, the
authors show that resonant leaders-whether CEOs or managers, coaches or
politicians-excel not just through skill and smarts, but by connecting with
others using EI competencies like empathy and self-awareness. And they
employ up to six leadership styles-from visionary to coaching to
pacesetting-fluidly interchanging them as the situation demands.
The authors identify a proven process through which leaders can learn to:
· Assess, develop, and sustain personal EI competencies over time
· Inspire and motivate people
· Cultivate resonant leadership throughout teams and organizations
· Leverage resonance to increase bottom-line performance
The book no leader in any walk of life can afford to miss, this
unforgettable work transforms the art of leadership into the science of
Authors: Daniel Goleman is Codirector of the Consortium for
Research on Emotional Intelligence in Organizations at Rutgers University.
Richard Boyatzis is Professor and Chair of the Department of
Organizational Behavior at the Weatherhead School of Management at Case
Western Reserve University. Annie McKee serves on the faculty of the
University of Pennsylvania Graduate School of Education and consults to
business and organization leaders worldwide.
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.
From the Author
By, Daniel Goleman, Richard Boyatzis, and Annie McKee
We started to write a book about leadership, resonance and emotional
intelligence. We ended up living it for the past two years with each other.
The three of us have been studying emotional intelligence competencies and
consulting with executives for decades on how to excel as leaders. As the
ideas and experiences were brought together, we found an excitement that was
contagious. It was fun. And it was contagious to others around us.
That is the point of the book. Great leaders move us by creating a
resonance with others. Mayor Guiliani did not win widespread acclaim because
he broadcast the financial impact of the September 11th disaster. He spoke
to our hearts and our need to believe in each other and he struck a resonant
chord in many all over the world. Each person's emotional intelligence feeds
this resonance like banging on a drum louder and louder and setting off
vibrations in other drums nearby. In the book we trace the neural circuitry
that drives the actions known as emotional intelligence and their link to
outstanding performance in many types of organizations.
Just as you begin to wonder if this is genetically determined, we offer
evidence on years of longitudinal studies showing that people can develop
these competencies. The process of improving one's emotional intelligence is
described with stories of people who have done it- people who have sustained
the improvements for seven years following beginning the process. Leaders
can use these steps and their own emotional intelligence to create this
resonance in teams and organizational cultures. The effect is that others
get excited and do things they had not thought possible previously.
We hope you can join us in this excitement. We hope that the ideas and
examples in the book create a resonance in you, the reader. Then you can
lead others in discovering how people can use their collective talent to
build effective and meaningful teams, organizations, and families.
About the Author
Daniel Goleman is Co-Director of the Consortium
for Research on Emotional Intelligence in Organizations at Rutgers
University. Richard Boyatzis is Professor of Organizational Behavior
and Chair of the Department of Organizational Behavior at the Weatherhead
School of Management at Case Western Reserve University. Annie McKee
is Director of Management Development Services, North America, at the Hay