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Primal Leadership: Realizing the Power of Emotional Intelligence (精装)
by Daniel Goleman, Richard E. Boyatzis, Annie McKee
| Category:
Leadership |
| Market price: ¥ 318.00
MSL price:
¥ 298.00
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| Stock:
In Stock |
MSL rating:
 Good for Gifts |
| MSL Pointer Review:
A classic advocating that leaders do best when they stay emotionally connected to the realities of their business and to their team's personal goals and needs. |
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AllReviews |
1 Total 1 pages 9 items |
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Midwest Book Review (MSL quote), USA
<2007-01-02 00:00>
Primal Leadership is a seminal presentation and explanation of the inextricable link between emotional intelligence, leadership, and organizational success. Contemporary readers are offered a ground- breaking new model of leadership based upon how the emotional brain operates and brings a science-orientation to understanding the emotional factors in successful leadership. Primal Leadership is enthusiastically commended reading - especially for psychology students and leadership/management personnel. |
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Cindy Mateney (MSL quote), USA
<2007-01-02 00:00>
I have to admit, I enjoyed the first half of the book (devoted to personal leadership styles, competencies, and learning) more than the second half (which focuses on organizational development).
I've assigned this book and related exercises to a number of my executive coaching clients. Even if they only breeze through emotional intelligence domains and associated competencies (page 39) and the styles of leadership (summarized on page 55), we have plenty to work with. Clients come back amazed at how often they employ non-resonant styles (and begin to notice the consequences), at how transparent their moods are to others, etc.
One client, hugely successful in prior businesses, wondered aloud if he should "go back" to his former hard-driving (Pace-Setting) style, given his lackluster experience in his current tech start-up using a softer approach.
It helped him to distinguish between his former endeavors (where his teams were highly self-motivated, competent, and connected to one another) and his current endeavor (where there was less intrinsic trust and some questions about competencies on the team). Rather than the often dissonant Pace-Setting style, he realized the need to emphasize more resonant styles, especially some very specific Coaching style interventions to address competency issues. After working together, it wasn't just about "hard" or "soft" styles in business, but about appropriate styles for different situations.
If you're interested in "integral theory" then this is one of the ones that counts. Here's a quick mapping of models that Primal Leadership explores and how they relate to the domains of integral theory:
- Self-awareness and self-management map to the subjective world, my world, the world of "I." While "mood" is covered, I would have liked to see more of a distinction between mood (a person's ongoing "climate") and emotions (a person's current reactions or "weather").
- Social awareness and relationship management map to the intersubjective world; the world of business, culture, and relationships, where many rules are unwritten and must be sensed. Social competence is the world of "We."
- The "neuroanatomy of leadership," with its focus on how the brain works and learns, maps to the objective world, the world of physical phenomena and measurements, the world of "It."
Primal Leadership is an easy read, but it's also a great reference, with models that people "get." Highly recommended!
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Susan Butcher (MSL quote), USA
<2007-01-02 00:00>
Primal Leadership: Realizing the Power of Emotional Intelligence is an incredible book! Daniel Goleman, author of the international bestseller Emotional Intelligence teams up with Richard Boyatzis, previously a CEO of a large company and author of numerous books on management and motivation himself, and Annie McKee from the Wharton School of Business to create this inspirational, engaging, informative, and visionary work on primal leadership. They reveal how understanding the powerful role of emotions can set the best leader apart from all the rest. The encouraging news is that great leadership is learnable. In this book you will learn how the leader has the power to significantly enhance performance of others through his emotional state and actions. You will read about the power of resonance: how you as a leader can inspire others to feel understood and uplifted even during difficult times. The key to primal leadership is the ability to transmit your passion and enthusiasm to others. You will discover the five steps necessary to create a plan of action to become your own ideal so that you too may become a great leader. I loved this book. It is easy to read and full of fascinating information that you can use. I want to begin to apply these principles of great leadership in my life! |
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John Bernat (MSL quote), USA
<2007-01-02 00:00>
There is so much of benefit here. The trouble is getting the ideas out into the field where they can do the most good.
If one reads the author's books in sequence - Emotional Intelligence, Working With Emotional Intelligence, and then Primal Leadership - you derive the greatest benefit. As only summarized in Primal Leadership, the concepts are too subtle to lend themselves easily to shaping a leadership development process around them. And then trying to convey them to training participants... a tall order.
That said, there are concepts in here you just won't find elsewhere. My personal favorite: the relevance of the "amygdala highjack" in crucial moments in leadership, and how to assure that months or years of leadership work won;t be put to risk by your own brain chemistry.
A great work, with a lot to say for people interested in bringing their leadership to the next level. Just help me figure out how to get busy people to read and deeply understand three complex books... |
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A. Zizzo (MSL quote), USA
<2007-01-02 00:00>
Best selling author Daniel Goleman, who popularized a theory of emotional intelligence (EI) via his 1995 bestseller Emotional Intelligence: Why It Can Matter More Than IQ, has teamed up with colleague EI researchers, Richard Boyatzis and Annie McKee to advance a new leadership concept - Primal Leadership. The authors focus on the four EI domains (self awareness, self management, social awareness, and relationship management), and link them to leadership success that affected several organizations' bottom lines positively by bringing out the best in people, a concept called "resonance". It is revealed that EI domains or competencies create leadership styles that reinforce resonance as well as those that create dissonance. Drawing from a decade of the authors' collective research and the real life experience of leaders in the trenches, a connection is made where leadership demands more than conventionally recognized intelligence, but emotional intelligence as well. The key to this is to use emotion to balance the reality of work and organization demands without unduly upsetting people to impact staff results. In a twist, the authors find that the encouragement to use EI originates internally. Furthermore, they offer a learning plan as a mechanism to sustain transformation rather than a performance outcome model. In the end, the book correlates its concepts to the organization as a whole to create the desired outcome of an organization with resonance that favorably influences the bottom line of the organization. |
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A studying group (MSL quote), USA
<2007-01-02 00:00>
We read Primal Leadership: Learning to Lead with Emotional Intelligence by Daniel Goleman, Richard Boyatzis, and Annie McKee. The authors are well educated and actively participate in the organizational field through consortiums, boards, and consulting. Each author has written numerous best selling books, articles, and programs to help leader become great leaders.
The book is broken into three parts: The Power Of Emotional Intelligence, Making Leaders, and Building Emotionally Intelligent Organizations. The main points of The Power of Emotional Intelligence are that leaders are not born, with opportunity and training leaders can be made, and leaders either create resonance or dissonance. Resonant leaders bring positive energy, create excitement and passion for an organizational goal or objective, inspire excellence, and promote collaboration. Dissonant leaders are out of touch with the feelings of others, create emotionally toxic environments, and dispirit by misleading or manipulating. The authors describe four traits that emotional intelligent leaders have in varying degrees: self awareness, self management, social awareness, and relationship management.
The main points of Making Leaders are that many leaders do not get appropriate feedback, training and seminars rarely provide lasting change, and self directed learning is the best way to change behavior. Self Directed Learning is a five step process that address who you want to be, who you are, developing an agenda, practicing, and feedback.
The main points of Building Emotionally Intelligent Organizations are that the most effective teams are those where the leader relinquishes complete control to the team and sustainable changes should be an ongoing process rather than a one time program.
Overall, we felt that the book was well presented. We, each had a different break-through with the book. For instance, one group member felt that the discussion about leaders being made instead of born was beyond prevailing mainstream thinking. Another group member had never heard of the CEO Disease, which describes how, as a leader ascends in power and influence, the quality of feedback diminishes and the leader becomes unable to correctly self assess their effectiveness. Others related to the differences between resonant and dissonant leaders and the realization that many of our leaders are untrained and have no organizational opportunities to grow as a leader.
Our action plan includes making sure that leaders have 360 degree feedback, access to mentors and coaches, establish weaknesses and goals to bridge the gaps between their strengths and weaknesses, and have opportunities both social and professional to practice.
In conclusion, we would recommend this book to some people but not to everyone. The book focused more on theory rather than practice. We would have preferred several different applications of the theories to case studies, and a more in depth discussion of the four main skills used by managers. Overall, the book was relatively easy to follow, but difficult to remain engaged in. There were some discussions about neuroanatomy that some of us found hard to understand and that tended to break the flow of the book. Primal Leadership had great leadership philosophies in it, but we found many of those philosophies were not known. We agreed that there are other books on the market that are easier to read and provide more application. |
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A reader (MSL quote), USA
<2007-01-02 00:00>
This is a very interesting and substantial book and I recommend it highly. It illustrates one thing that'd probably be too trivial in the context of child development, yet is very surprising when applied in the context of leadership: a leader would probably be considered autistic if he/she leads by being just intellectually or analytically superior - the leader must connect affectively with troops to be effective, explicitly or implicitly. Having said that, I think the main points can be further elucidated if it spends a bit more time in incorporating more findings from neuroscience. In particular, I find its arguments for the main themes inadequate by just employing brain s cognitive and emotional functions. In fact, there are two other brain functions that are orthogonal to the fore-mentioned functions, but nonetheless play key roles in the leadership as well: the automatic and controlled function of the brain. Some of leadership behavior can probably be better explained by the following framework: cognitive and controlled, cognitive and automatic, emotional and controlled, and finally emotional and automatic. |
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Carolyn Boykin (MSL quote), USA
<2007-01-02 00:00>
This book has taught me the humbleness of being a leader. Seems like an oxymoran, doesn't it? However, being a leader means to serve and to be sensitive to those you see you. Seeing the world's from another's eyes is the key to leadership. Unfortunately, many leaders lack this important compentency. A good leader must be able to see the big picture and incorporate the competencies w/eloquence and skill. More importantly, at the appropriate time. I've been humbled and re-built by not only the ECI survey but the book as well. As leaders, we must learn to follow before we can learn to lead and Primal Leadership is the foundation to learning how to "serve." I have several people I informally mentor @ Roadway Express and we are studying this book right now and it has does wonders for us all. This is my second time through it and it should be part of all college curriculums regardless of the subject. |
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A reader (MSL quote), USA
<2007-01-02 00:00>
In this interesting book, the authors discuss the concept of resonance, where leaders bring out the best in people by being positive about their emotions. Four aspects of emotional intelligence are discussed with reference to various types of leadership. Essential and specific steps are recommended to become a more positive leader and create a better organization. But as an Optimal Thinker who has incorporated Optimal Thinking into my corporation, I understand that seeking to improve an organization with suboptimal positive action will not bring out the best in leaders or others. This valuable book can be most easily optimized with an infusion of Optimal Thinking. Recognized by leaders like myself as the mental resource to be our best, Optimal Thinking is now being employed in top corporations to deal with all situations, including those resulting from emotional incompetencies. Employees are asking the best questions to elicit optimal solutions. Read this book along with Optimal Thinking: How to Be Your Best Self and you will optimize results. |
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1 Total 1 pages 9 items |
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