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Whistle Stopper - Primal Leadership: Learning to Lead with Emotional Intelligence
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List Price: $17.00
Our Price: $4.74
Your Save: $ 12.26 ( 72% )
Availability: Usually ships in 24 hours
Manufacturer: Harvard Business School Press
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Average Customer Rating:  
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Binding: Paperback
Dewey Decimal Number: 658.4092019
EAN: 9781591391845
ISBN: 1591391849
Label: Harvard Business School Press
Manufacturer: Harvard Business School Press
Number Of Items: 1
Number Of Pages: 336
Publication Date: 2004-03
Publisher: Harvard Business School Press
Studio: Harvard Business School Press
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Spotlight customer reviews:
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Customer Rating:
Summary: IQ, EI or Common Sense?
Comment: Like some of the other reviewers who have written critical reviews of this book, I certainly recognize the merits and importance of the information being presented yet question the necessity of the amount of research and discussion entailed. The business world can certainly be a cutthroat place where tough bosses, competitive coworkers and unreasonable deadlines abound. However, should it really be such a novel idea that, in a leadership role, being nice works? As adults, do we so easily forget the old parental teachings about being friendly, that you "catch more flies with honey than with vinegar"? Is an entire book describing how to be an empathetic person in your leadership really necessary?
I will admit that much of the more scientific aspects, such as the "neuroanatomy of leadership" were very interesting and provided great physiological proof to back their theories. It actually was eye-opening to see exactly why being "emotionally intelligent" works. There was certainly a much more in-depth discussion of techniques and situations. However, I still felt that the descriptions of how to emotionally intelligent were rather self-explanatory. Through most of the book, I found myself subconsciously nodding in agreement and waiting to read something that didn't already seem to me to be common sense knowledge.I would think that most leaders would want to build relationships with their coworkers, shed a positive light on most situations. It seems obvious that leaders would develop a rapport with those they lead so that when they are assigned a task, they will do it willingly.
Overall, the book was an easy read, very accessible and probably would be of help to those who may be used to some of the more ineffective, dissonant leadership styles. For me, as a self-proclaimed very friendly person, I didn't feel that I exactly found any new material to add to my leadership skills.
Customer Rating:
Summary: Interesting Audio Book
Comment: I have many audio books, and sometimes travel a lot and alone. So, it is good time to get a good subject like PRIMAL LEADERSHIP and listen that. It is a positive approach on leadership, I consider most of the comments really true. For the young guys that want to be leaders in the future, I recommend that!
Customer Rating:
Summary: This book taught me to develop my own leadership...
Comment: I just had my first personnel when I read this book. With only twenty-some years and no leadership under the belt I had to manage my company. You might think that's easy, but believe me... it isn't. Having the knowledge how to lead certainly helps though.
Actually, Primal Leadership isn't so primal at all. It takes re-reading the book over and over again and practicing what it preaches for quite some time. The book covers so much issues that you might spend quite a lot of time trying to lead, while you know you should lead differently. That's exactly the difference between knowldege and wisdom. When you know something, you might actually don't do it. Having the wisdom, you just practice what you preach.
Now my business is growing faster than ever and I must say this book is one of the key factors in providing leadership and getting operations and projects running smoothly. It may not give you sales or good ideas, but it will definitly give you leadership.
Customer Rating:
Summary: Good aproach to behaviour leadership
Comment: This is one of the best books I have read about Leadership from the behaviour point of view. It is very well organized and s very easy to read. A good help to any manager in all businesses.
Customer Rating:
Summary: Excellent choice
Comment: I really liked this book, I think is one of the most important books I would ever read, it simply opened my mind and told me the reason why knowledge, know how and technical skills among others is only the base for a successful leader. In my early years in my professional life, my actual boss (whose I see as a model to follow) told me: "To be successful in your work, you need 10% of knowledge and 90% of common sense". Now I can translate this phrase to "To be successful in your work, you need 10% of IQ and 90% of EI".
Secondly I'll make notes of what in my opinion are the more reflexive topics:
I have never asked to my team what likes them the most at work, what is self-motivating for them, in order to take more advantage of their strengths and EI.
The intuition is a skill that evolves along our work life, the lessons we acquire will improve our "gut sense" and we will be able to take better decisions in the future.
Negative emotions is a challenge I definitively have, I need to take control of them. I just realized when I express anger, rage or frustration to my team; they lost focus on the project or task they're working on.
To learn to response always as a positive manner, is another challenge I have. I noticed when I reply with a negative response, It's more difficult to get what I want, and more if the person I'm responding to is also a leader. He or she may feel threatened and almost for sure he or she will reply with a negative response also.
In the company I work for, there are some dissonant leaders, people who does not have empathy with their subordinates, these directors have been working for long time in the company, more than 5 years, and they still have their job. I'm sure more than once the General Director has received notes or comments about these dissonant leaders. What the general manager may think is: "It's common to hear complaints from the bosses, because they are being observed from the rest of the employees, or because they're strict with the work and people don't like to be pushed by their bosses". I've seen a lot of talent walking away and taking other job because of these dissonant leaders.
Regarding Leadership styles:
Visionary: I believe is the most expected behavior from a leader, the employee's waits for focus and direction.
Coaching: I'm a natural coach, I live very much to train and to delegate projects (not tasks) to my people, because of this I have becoming a leader by recognition before I was a Leader by structure.
Affiliative: One of my top phrases is "Take care of your employees, and they will take care of the business". This is the weight I give to the affiliative leadership style.
Democratic: This style also helps to confirm the confidence you have to your employees, letting them to suggest and direct what should be the best solution to unexpected problems, as an example.
Pacesetting: Some years ago I have the opportunity of becoming the "manager" after being the "techie", to be honest, I made the same mistake of pursuing excellence. I also tried to be always in the line of fire, trying to get as much detail as possible. After a feedback session from a company consultant, he taught me: "You need to see the forest, not only the tree". And my first response was "My people is not prepared yet". He replied "And will be more difficult for them if you don't let them to make their own mistakes".
Commanding: I've been using the commanding style on emergent situations, I do not overuse this style.
I've found a reason why some brilliant minds not always are good leaders, the book wrote "Intellect and clear thinking are characteristics that get someone in the leadership door", clear thinking, be able to communicate great ideas is also very important, you need to "sell ideas" among the organization. This will help to build you as a "leader by recognition". I have another phrase that I also like very much "The true leaders are in the minds and hearts of those who believe in them".
Mindfulness, this is the first time I hear about this skill, I am amazed because I definitively don't have any of mindfulness, It's very common see me thinking in the future, In what should I do in the next hour, during the day or during the week. And sometimes I loose important moments or situations, whether personally or professionally.
I had no clue about a mental rehearsal to correct and improve bad habits, leadership styles or even weak points in my acting as a leader, I'll also practice with an outside work activities, to improve the skills I have the opportunity to correct. All the time I heard from my parents or from people in my work: "The persons as the way they are, they never change, and we need to accept them as the way they act or react", now I know this is a mediocre way of thinking. It's possible to improve our behavior by been self-aware about our weakness, and with the will and determination to change.
It's amazing how often we here someone to say during a meeting "Allow me to be the devil's advocate", it's the same as if this person would say "Allow me to see your point in a negative perspective". In my opinion this would be one of the top reasons people don't risk themselves telling new ideas, It's like being creative is only allowed for marketing campaigns. This is why I loved the concept of turning to see things as "Angel's advocate", I will definitively use this strategy to improve creativeness in the team, at the same time the affiliative style will emerge naturally.
Finally I'll write all the phrases I liked and will use during my coaching style:
"None of us is a smart as all of us"
"Move from talk to action"
"Turn vision into action"
"The best hope of a nation lies in the proper education of its youth"
"Great leadership works through emotions"
"We prefer being with people who are emotionally positive, in part because the make us feel good".
"For every 1 percent improvement in the service climate, there's a 2 percent increase in revenue".
"Grumpy workers serve customers poorly"
"Resonance minimizes the noise in the system"
"The intuition works based on the lessons learned in the past"
"Leaders need to learn to trust their intuitive sense to access their life wisdom"
"Dissonant leaders are the one of the main reasons that talented people leave and take the company's knowledge with them"
"A leader who misreads people, on the other hand, simply can't inspire them"
"You can beat people into the ground and make money, but is that company going to last?"
"You need others to identify your real self"
"No vision, no passion"
"If you have an elegant solution, others will believe it. No need to try to convince them about its merits"
"I am a capitalist in my mind but a socialist in my heart"
"Passion breeds courage"
"People first, then strategy"
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Editorial Reviews:
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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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