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Primal Leadership


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Table of Contents

Preface Acknowledgments Part I The Power of Emotional Intelligence 1. Primal Leadership 2. Resonant Leadership 3. The Neuroanatomy of Leadership 4. The Leadership Repertoire 5. The Dissonant Styles: Apply with Caution Part II Making Leaders 6. Becoming a Resonant Leader: The Five Discoveries 7. The Motivation to Change 8. Metamorphosis: Sustaining Leadership Change Part III Building Emotionally Intelligent Organizations 9. The Emotional Reality of Teams 10. Reality and the Ideal Vision: Giving Life to the Organization's Future 11. Creating Sustainable Change Appendix A EI versus IQ: A Technical Note Appendix B Emotional Intelligence: Leadership Competencies Notes Index About the Authors

About the Author

Daniel Goleman is founder of Emotional Intelligence Services and works on leadership transformation with Hay/McBer of Boston. A psychologist who for many years reported on the brain and behavioral sciences for The New York Times, Dr. Goleman previously was a visiting faculty member at Harvard. Richard E. Boyatzis is Professor of Organizational Behavior and Chair of Organizational Behavior at the Weatherhead School of Management at Case Western Reserve University. Annie McKee is CEO of a Philadelphia-based consulting firm specializing in developing global EI leadership programs. She also serves on the faculty of the University of Pennsylvania Graduate School of Education.


"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.

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.

Named one of the Best Leadership Books of All Time - Inc. Magazine (

"Just as Goleman's first book redefined intelligence, his new treatise...reassesses what makes a great leader." - TIME Magazine.

"Daniel Goleman has done it again! ...a fascinating account of how emotions are at the heart of effective leadership. This book is a gem." - David Gergen, Director, Center for Public Leadership, John F. Kennedy School, Harvard University.

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