Primal Leadership: Realizing the Power of Emotional Intelligence [Anglais] [Relié]

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

"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.

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., Washington, DC
Copyright 2001 Reed Business Information, Inc.

À la perspicacité et au talent, s’ajoute une troisième qualité indispensable : l’intelligence émotionnelle. Une nouvelle forme de leadership est née, le « leadership de propagation ». L’habileté du leader : savoir adapter sa façon de diriger suivant la situation, inspirer et motiver ses collaborateurs en restant le plus optimiste possible quelques soient les difficultés. Six styles de leadership sont abordés, du visionnaire à l’autoritaire. Des outils et conseils sont également proposés pour aider les leaders à renforcer leur optimisme et apporter ainsi un nouveau souffle à leur organisation.

Goleman's groundbreaking work on emotional intelligence is the basis for the audio's message: Leaders do best when they stay emotionally connected to the realities of their business and to their team's personal goals and needs. Vivid examples from the authors' consulting practice make the program move along quickly. These stories support insights that will be critical for complex organizations to survive the shortcomings of the command-and-control leadership culture. Going beyond academic thinking, the authors offer many suggestions on how to apply their ideas to various companies with different needs and internalized histories. Paced here for easy comprehension, the audio is a reminder that all team efforts are more effective when every person on the team is respected and guided with informed authority. T.W. © AudioFile 2003, Portland, Maine-- Copyright © AudioFile, Portland, Maine --Ce texte fait référence à une édition épuisée ou non disponible de ce titre.

"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. Brad Hooper
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 results.

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.

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 Group.