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Primal Leadership: Realizing the Power of Emotional Intelligence (Hardcover)
by Daniel Goleman, Richard E. Boyatzis, Annie McKee
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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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Author: Daniel Goleman, Richard E. Boyatzis, Annie McKee
Publisher: Harvard Business School Press
Pub. in: March, 2002
ISBN: 1591391849
Pages: 352
Measurements: 9.5 x 6.5 x 1.2 inches
Origin of product: USA
Order code: BA00374
Other information: ISBN-13: 978-1578514861
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- Awards & Credential -
The New York Times Bestseller. |
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- MSL Picks -
From the authors:
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.
****
"Great leaders move us... ignite passion, and inspire the best in us" - so the authors offer as the premise of this provocative book. "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." The authors continue to argue. 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.
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.
Target readers:
Executives, managers, entrepreneurs, government, military and non-profit leaders, professionals, MBAs and anyone else who is interested in the subject of effective leadership.
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Daniel Goleman is Co-Director of the Consortium for Research on Emotional Intelligence in Organizations at Rutgers University. Richard E. Boyatzis is a professor of management at Weatherhead School of Management, Case Western Reserve. Annie McKee is a graduate-level education instructor with Management Development Services, North America, Hay Group.
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From Publisher
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 pace- setting-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.
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Chapter Four The Leadership Repertoire
Resonance stems not just from leaders' good moods or ability to say the right thing, but also from whole sets of coordinated activities that comprise particular leadership styles. Typically, the best, most effective leaders act according to one or more of six distinct approaches to leadership and skillfully switch between the various styles depending on the situation.
Four of these styles: visionary, coaching, affiliative, and democratic create the kind of resonance that boosts performance, while two others are pacesetting and commanding, although useful in some very specific situations, should be applied with caution, as we shall see.
To find out how particular leadership styles affect an organization and its emotional climate, we drew from research on a global database of 3,871 executives in which several key factors that influenced the working environment were assessed.
Analysis went one step further to look at how the climate that resulted from various leadership styles affected financial results, such as return on sales, revenue growth, efficiency, and profitability. Results showed that, all other things being equal, leaders who used styles with a positive emotional impact saw decidedly better financial returns than those who did not. Perhaps most important, leaders with the best results didn't practice just one particular style. Rather, on any given day or week, they used many of the six distinct styles seamlessly and in different measures depending on the business situation. Imagine the styles, then, as the array of clubs in a golf pro's bag. Over the course of a match, the pro picks and chooses from his bag based on the demands of the shot. Sometimes he has to ponder his selection, but usually it is automatic. The pro "senses" the challenge ahead, swiftly pulls out the right tool, and elegantly puts it to work. That's how high-impact leaders operate too.
Although these styles of leadership (see the chart) have all been identified previously by different names, what's new about our model of leadership is an understanding of the underlying emotional intelligence capabilities that each approach requires, and most compelling is each style's causal link with outcomes. The research, in other words, allows us to see how each style actually affects climate, and therefore performance. For executives engaged in the daily battle of getting results, such a connection adds a much-needed dose of science to the critical art of leadership.
We'll look first at those four leadership styles that foster resonance, then at the two that too readily generate dissonance when not used effectively.
The Visionary Leader
When Shawana Leroy took over as director of a social work agency for impoverished families in a large city, there were clearly problems cost a legacy from her predecessor, a longtime civil servant with a penchant for rules and regulations. The agency's mission attracted talented employees and fostered tremendous commitment at least when they first came on board. Typically, though, that enthusiasm got lost as workers became mired in the byzantine rules established for carrying out their jobs. The mission became hard to find behind the regulations. Despite increasing needs for the agency's services and complaints from funders, the pace of work was slow and effectiveness abysmal.
As a first step, Leroy talked to employees, one-on-one, to find out what worked and what people were proud of in the agency. People seemed relieved to have a chance to talk about how meaningful their work felt, and about the frustrations they faced trying to get things done. Leroy found she was not alone in feeling a commitment to the mission of helping poor families, and she gambled that this vision would sustain people during the changes to come at the agency.
By starting the conversation on this positive note, Leroy gave people a sense of the dream they wanted to reach for, and why. She got people talking about their hopes for the future, and she tapped into the compassion and dedication they felt. She then articulated this vision whenever the opportunity arose, voicing the shared values that had brought them all there.
As a next step, Leroy called on people to question whether they were really living the mission of helping the poor, and she guided them in looking at how what they did, day to day, affected the agency's ability to meet that goal. That process of inquiry had another payoff: building people's sense of initiative and their belief that they had the answers inside themselves.
Examining the agency's problems got down to specifics, as it must: which management practices were getting in the way, which rules made no sense, and which outdated systems needed to go. Meanwhile, Leroy made sure she modeled the principles of the new organization she wanted to create: one that was transparent and honest; one that focused on rigor and results. Then, as the process moved from talk to action, Leroy and her team tackled some of the most rigid bureaucratic practices and changed them with the support of almost all staff. With her at the helm, the agency's emotional climate changed to reflect her passion and commitment; she set the tone for the entire organization.
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
The Visionary Resonates
Shawana Leroy, of course, exemplifies the visionary style, which strongly drives emotional climate upward and transforms the spirit of the organization at many levels. For instance, visionary leaders articulate where a group is going, but not how it will get there setting people free to innovate, experiment, and take calculated risks. Knowing the big picture and how a given job fits in gives people clarity; they understand what's expected of them. And the sense that everyone is working toward shared goals builds team commitment: People feel pride in belonging to their organization.
Visionary leaders reap another benefit: retaining their most valued employees. To the extent that people resonate with a company's values, goals, and mission, that company becomes their preferred employer. A smart company realizes that it's vision and mission offers its people a unique "brand," a way of distinguishing itself as an employer from other companies in the same industry.
Moreover, by framing the collective task in terms of a grander vision, this approach defines a standard for performance feedback that revolves around that vision. Visionary leaders help people to see how their work fits into the big picture, lending people a clear sense not just that what they do matters, but also why. Such leadership maximizes buy-in for the organization's overall long-term goals and strategy. This is the classic mold of leadership, the one most often described in business school courses.
Consider the example of Bob Pittman, then-CEO of Six Flags Entertainment. Hearing that the janitors at the amusement parks were being surly to customers, Pittman decided to get a grounds-eye view of the problem: He went undercover as a janitor. While sweeping the streets, he began to understand the problem. Although managers were ordering janitors to keep the parks immaculate, customers kept the workers from accomplishing that mission by continually littering in the parks, thus creating headaches for janitors.
Pittman's visionary strategy was to have managers redefine the janitors' main mission: It would now be to keep customers happy. And since a dirty park would make things less enjoyable for customers, the janitors' job was to clean up but in a friendly spirit. With this reframing, Pittman tied the small part the janitors played into a larger vision.
Of the six leadership styles, our research suggests that overall, this visionary approach is most effective. By continually reminding people of the larger purpose of their work, the visionary leader lends a grand meaning to otherwise workaday, mundane tasks. Workers understand the shared objectives as being in synch with their own best interests. The result: inspired work.
What Makes a Visionary
Inspirational leadership, of course, is the emotional intelligence competence that most strongly undergirds the visionary style. (For a fuller description of the EI competencies, see Appendix B.) Using inspiration together with the EI triad of self-confidence, self-awareness, and empathy, visionary leaders articulate a purpose that rings true for themselves and attune it to values shared by the people they lead. And because they genuinely believe in that vision, they can guide people toward it with a firm hand. When it comes time to change directions, competencies in self-confidence and in being a change catalyst smooth the transition.
Transparency, another EI competence, is crucial too; to be credible, leaders must truly believe their own visions. If a leader's vision is disingenuous, people sense it. Moreover, transparency means the removal of barriers or smokescreens within the company. It's a movement toward honesty and toward sharing information and knowledge so that people at all levels of the company feel included and able to make the best possible decisions. While some managers might have the misimpression that withholding information gives them power, visionary leaders understand that distributing knowledge is the secret to success; as a result, they share it openly and in large doses.
Of all the EI competencies, however, empathy matters most to visionary leadership. The ability to sense how others feel and to understand their perspectives means that a leader can articulate a truly inspirational vision. A leader who misreads people, on the other hand, simply can't inspire them.
Because of its positive impact, the visionary style works well in many business situations. But it can be particularly effective when a business is adrift during a turnaround or when it is in dire need of a fresh vision. Not surprisingly, the visionary mode comes naturally to "transformational" leaders, those who seek to radically change an organization.
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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. |
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! |
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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