Free PDF Primal Leadership: Realizing the Power of Emotional Intelligence, by Daniel Goleman Annie McKee
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Primal Leadership: Realizing the Power of Emotional Intelligence, by Daniel Goleman Annie McKee
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Amazon.com Review
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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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.
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Product details
Hardcover: 352 pages
Publisher: Harvard Business Review Press; 1 edition (March 15, 2002)
Language: English
ISBN-10: 9781578514861
ISBN-13: 978-1578514861
ASIN: 157851486X
Product Dimensions:
6.2 x 1 x 9 inches
Shipping Weight: 1.4 pounds (View shipping rates and policies)
Average Customer Review:
4.4 out of 5 stars
289 customer reviews
Amazon Best Sellers Rank:
#50,782 in Books (See Top 100 in Books)
I feel a little as though the doctors (at least Goleman) are applying their emotional intelligence "brand" to leadership. However, there's a lot of common sense to it! I don't have a psychology degree and I know enough about organizational behavior to be dangerous, but, I've been leading in the military for more than 12 years and I'd like to think I know a little bit about the practical applications of leadership. The doctors present a lot of really relevant case studies to back up their recommendations and illustrate the principles in action. I give it 4 out of 5 stars because it's verbose. Their main arguments are clear because they repeat them many times. But the arguments are solid given their case studies and examples.
I bought and read this book for a college leadership class and I did find a lot of useful wisdom out of it.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.
This book is a landmark book espousing concepts that are very valuable for any kind of leader. Cultivating emotional intelligence not only in yourself, but in your organization, is a must in the world today. The authors do a good job of balancing theory with business principle. As the bulk of the theory is explained elsewhere, the book spends little time going deeply into what emotional intelligence looks like or what it is made up of. The core competencies of EI are only briefly listed in the appendix. It seems clear that the authors expect the reader to have read Goleman's prior work. I haven't, but I got a decent sense of what EI is all about. The book applies everything directly to the business world in a convincing way, although the stories that are told sometimes seem vague and almost invented for the book. Others go on for pages in long-winded detail, allowing the reader to choose whether to learn primarily through the concepts or through the stories. All in all, the concepts are really pretty self-evident, encouraging a leader to create harmony in relationships in order to increase effectiveness. While they are common sense principles, they seem to be rarely practiced. This makes the book endearing to me, knowing that I have here in my possession a quick reference with major points about leading effectively. The book has some detail on how to implement the strategies, but it could be a criticism of the book that it doesn't always go into much detail on process. The book is full of principles that an effective leader should be able to incorporate into an action plan, but the exact implementation is left entirely to the reader. I liked this book and plan to use it as a reference for leadership. It would be a good one to return to on a regular basis to review the principles within. It has enough information about increasing one's own capacity that it is a valuable regular read.
How many times can Goleman repackage "Emotional Intelligence". There is nothing really new in this book if you read the original work. If you did not, read this one instead as it leans more toward application than theory.
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