Available also as an executive summary from Soundview. Click Here

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:

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.

From USA Today  
Now, here is a concept that every new (and old) boss should take to heart: The duty of a leader is to prime positive feelings in workers..... clear, concise writing style is helpful in explaining complex processes in easy-to-understand language....Goleman, Boyatzis and McKee have turned a difficult trick: attacking a tired subject in an invigorating way.
 
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 2001 Cahners Business Information.
 
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., Washington, DC Copyright 2001 Cahners Business Information.
 
From Booknews  
Goleman (emotional intelligence in organizations, Rutgers U.) Richard Joyatzis (organizational behavior, Case Western Reserve U.) and Annie McKee (education, U. of Pennsylvania) explain how successful leaders use a reservoir of positivity to stimulate good feeling in those they lead. Annotation c. Book News, Inc., Portland, OR (booknews.com)

Table of Contents

 Available also as an executive summary from Soundview. Click Here

The Leadership Styles in a Nutshell

VISIONARY

HOW IT BUILDS RESONANCE: Moves people toward shared dreams

IMPACT ON CLIMATE: Most strongly positive

WHEN APPROPRIATE: When changes require a new vision, or when a clear direction is needed

COACHING

HOW IT BUILDS RESONANCE: Connects what a person wants with the organization's goals

IMPACT ON CLIMATE: Highly positive

WHEN APPROPRIATE: To help an employee improve performance by building long-term capabilities

AFFILIATIVE

HOW IT BUILDS RESONANCE: Creates harmony by connecting people to each other

IMPACT ON CLIMATE: Positive

WHEN APPROPRIATE: To heal rifts in a team, motivate during stressful times, or strengthen connections

DEMOCRATIC

HOW IT BUILDS RESONANCE: Values people's input and gets commitment through participation

IMPACT ON CLIMATE: Positive

WHEN APPROPRIATE: To build buy-in or consensus, or to get valuable input from employees

PACESETTING

HOW IT BUILDS RESONANCE: Meets challenging and exciting goals

IMPACT ON CLIMATE: Because too frequently poorly executed, often highly negative

WHEN APPROPRIATE: To get high-quality results from a motivated and competent team

COMMANDING

HOW IT BUILDS RESONANCE: Soothes fears by giving clear direction in an emergency

IMPACT ON CLIMATE: Because so often misused, highly negative

WHEN APPROPRIATE: In a crisis, to kick-start a turnaround, or with problem employees

Shop by brand at GORILLA SHOPPER

Shop by brand at GORILLA SHOPPER

Shop by brand at GORILLA SHOPPER

Shop by brand at GORILLA SHOPPER

Affiliated Sites:

Gorilla Shopper

OrderDirect Portal

Detect-a-Deal