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Primal Leadership: Realizing the Power of Emotional Intelligence (Leading with Emotional Intelligence) Audio CD – Abridged, March 6, 2002
Daniel Goleman's international bestseller Emotional Intelligence changed our concept of "being smart," proving that emotional intelligence―how we handle ourselves and our relationships―matters more than IQ or technical skill in educational success. His next bestseller, Working with Emotional Intelligence, proved that career success also depends primarily on emotional intelligence.
Now, Goleman teams with Richard Boyatzis and Annie McKee, experts on emotional intelligence research, to explore the consequences of emotional intelligence for leaders and organizations. The authors argue that a leader's emotions are contagious, and must resonate energy and enthusiasm if an organization is to thrive.
Through analyses and examples, the authors show that resonant leaders excel not just through industry savvy but by leveraging emotional intelligence competencies like empathy and self-awareness. They also adopt varying leadership styles―from visionary to coaching to commanding―as the situation demands.
Identifying the ways in which resonant leadership can be learned, the authors show how leaders can groom personal and organizational emotional intelligence to ignite outstanding performance. This audiobook transforms the art of leadership into the science of results.
- LanguageEnglish
- PublisherMacmillan Audio
- Publication dateMarch 6, 2002
- Dimensions5.36 x 0.79 x 6.23 inches
- ISBN-101559277440
- ISBN-13978-1559277440
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Editorial Reviews
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About the Author
Richard Boyatzis is Professor and Chair of Organizational Behavior at the Weatherhead School of Management at Case Western Reserve University.
Annie McKee is Director of Management Development Services, North America, at the Hay Group.
Excerpt. © Reprinted by permission. All rights reserved.
Primal Leadership
By Daniel P. GolemanAudio Renaissance
Copyright © 2002 Daniel P. GolemanAll right reserved.
ISBN: 9781559277440
Chapter One
PRIMAL LEADERSHIP
Great leaders move us. They ignite our passion and inspire the best in us. When we try to explain why they are so effective, we speak of strategy, vision, or powerful ideas. But the reality is much more primal: Great leadership works through the emotions.
No matter what leaders set out to do?whether it's creating strategy or mobilizing teams to action?their success depends on how they do it. Even if they get everything else just right, if leaders fail in this primal task of driving emotions in the right direction, nothing they do will work as well as it could or should.
Consider, for example, a pivotal moment in a news division at the BBC, the British media giant. The division had been set up as an experiment, and while its 200 or so journalists and editors felt they had given their best, management had decided the division would have to close.
It didn't help that the executive sent to deliver the decision to the assembled staff started off with a glowing account of how well rival operations were doing, and that he had just returned from a wonderful trip to Cannes. The news itself was bad enough, but the brusque, even contentious manner of the executive incited something beyond the expected frustration. People became enraged?not just at the management decision, but also at the bearer of the news himself. The atmosphere became so threatening, in fact, that it looked as though the executive might have to call security to usher him safely from the room.
The next day, another executive visited the same staff. He took a very different approach. He spoke from his heart about the crucial importance of journalism to the vibrancy of a society, and of the calling that had drawn them all to the field in the first place. He reminded them that no one goes into journalism to get rich?as a profession its finances have always been marginal, with job security ebbing and flowing with larger economic tides. And he invoked the passion, even the dedication, the journalists had for the service they offered. Finally, he wished them all well in getting on with their careers.
When this leader finished speaking, the staff cheered.
The difference between the leaders lay in the mood and tone with which they delivered their messages: One drove the group toward antagonism and hostility, the other toward optimism, even inspiration, in the face of difficulty. These two moments point to a hidden, but crucial, dimension in leadership?the emotional impact of what a leader says and does.
While most people recognize that a leader's mood?and how he or she impacts the mood of others?plays a significant role in any organization, emotions are often seen as too personal or unquantifiable to talk about in a meaningful way. But research in the field of emotion has yielded keen insights into not only how to measure the impact of a leader's emotions but also how the best leaders have found effective ways to understand and improve the way they handle their own and other people's emotions. Understanding the powerful role of emotions in the workplace sets the best leaders apart from the rest?not just in tangibles such as better business results and the retention of talent, but also in the all-important intangibles, such as higher morale, motivation, and commitment.
The Primal Dimension
This emotional task of the leader is primal?that is, first?in two senses: It is both the original and the most important act of leadership.
Leaders have always played a primordial emotional role. No doubt humankind's original leaders?whether tribal chieftains or shamanesses?earned their place in large part because their leadership was emotionally compelling. Throughout history and in cultures everywhere, the leader in any human group has been the one to whom others look for assurance and clarity when facing uncertainty or threat, or when there's a job to be done. The leader acts as the group's emotional guide.
In the modern organization, this primordial emotional task?though by now largely invisible?remains foremost among the many jobs of leadership: driving the collective emotions in a positive direction and clearing the smog created by toxic emotions. This task applies to leadership everywhere, from the boardroom to the shop floor.
Quite simply, in any human group the leader has maximal power to sway everyone's emotions. If people's emotions are pushed toward the range of enthusiasm, performance can soar; if people are driven toward rancor and anxiety, they will be thrown off stride. This indicates another important aspect of primal leadership: Its effects extend beyond ensuring that a job is well done. Followers also look to a leader for supportive emotional connection?for empathy. All leadership includes this primal dimension, for better or for worse. When leaders drive emotions positively, as was the case with the second executive at the BBC, they bring out everyone's best. We call this effect resonance. When they drive emotions negatively, as with the first executive, leaders spawn dissonance, undermining the emotional foundations that let people shine. Whether an organization withers or flourishes depends to a remarkable extent on the leaders' effectiveness in this primal emotional dimension.
The key, of course, to making primal leadership work to everyone's advantage lies in the leadership competencies of emotional intelligence: how leaders handle themselves and their relationships. Leaders who maximize the benefits of primal leadership drive the emotions of those they lead in the right direction.
How does all of this work? Recent studies of the brain reveal the neurological mechanisms of primal leadership and make clear just why emotional intelligence abilities are so crucial.
The Open Loop
The reason a leader's manner?not just what he does, but how he does it?matters so much lies in the design of the human brain: what scientists have begun to call the open-loop nature of the limbic system, our emotional centers. A closed-loop system such as the circulatory system is self-regulating; what's happening in the circulatory system of others around us does not impact our own system. An open-loop system depends largely on external sources to manage itself.
In other words, we rely on connections with other people for our own emotional stability. The open-loop limbic system was a winning design in evolution, no doubt, because it allows people to come to one another's emotional rescue?enabling, for example, a mother to soothe her crying infant, or a lookout in a primate band to signal an instant alarm when he perceives a threat.
Despite the veneer of our advanced civilization, the open-loop principle still holds. Research in intensive care units has shown that the comforting presence of another person not only lowers the patient's blood pressure, but also slows the secretion of fatty acids that block arteries. More dramatically, whereas three or more incidents of intense stress within a year (say, serious financial trouble, being fired, or a divorce) triple the death rate in socially isolated middle-aged men, they have no impact whatsoever on the death rate of men who cultivate many close relationships.
Scientists describe the open loop as "interpersonal limbic regulation," whereby one person transmits signals that can alter hormone levels, cardiovascular function, sleep rhythms, and even immune function inside the body of another. That's how couples who are in love are able to trigger in one another's brains surges of oxytocin, which creates a pleasant, affectionate feeling. But in all aspects of social life, not just love relationships, our physiologies intermingle, our emotions automatically shifting into the register of the person we're with. The open-loop design of the limbic system means that other people can change our very physiology?and so our emotions.
Even though the open loop is so much a part of our lives, we usually don't notice the process itself. Scientists have captured this attunement of emotions in the laboratory by measuring the physiology?such as heart rate?of two people as they have a good conversation. As the conversation begins, their bodies each operate at different rhythms. But by the end of a simple fifteen-minute conversation, their physiological profiles look remarkably similar?a phenomenon called mirroring. This entrainment occurs strongly during the downward spiral of a conflict, when anger and hurt reverberate, but also goes on more subtly during pleasant interactions. It happens hardly at all during an emotionally neutral discussion. Researchers have seen again and again how emotions spread irresistibly in this way whenever people are near one another, even when the contact is completely nonverbal. For example, when three strangers sit facing each other in silence for a minute or two, the one who is most emotionally expressive transmits his or her mood to the other two?without speaking a single word. The same effect holds in the office, boardroom, or shop floor; people in groups at work inevitably "catch" feelings from one another, sharing everything from jealousy and envy to angst or euphoria. The more cohesive the group, the stronger the sharing of moods, emotional history, and even hot buttons.
In seventy work teams across diverse industries, for instance, members who sat in meetings together ended up sharing moods?either good or bad?within two hours. Nurses, and even accountants, who monitored their moods over weeks or every few hours as they worked together showed emotions that tracked together?and the group's shared moods were largely independent of the hassles they shared. Studies of professional sports teams reveal similar results: Quite apart from the ups and downs of a team's standing, its players tend to synchronize their moods over a period of days and weeks.
Contagion and Leadership
The continual interplay of limbic open loops among members of a group creates a kind of emotional soup, with everyone adding his or her own flavor to the mix. But it is the leader who adds the strongest seasoning. Why? Because of that enduring reality of business: Everyone watches the boss. People take their emotional cues from the top. Even when the boss isn't highly visible?for example, the CEO who works behind closed doors on an upper floor?his attitude affects the moods of his direct reports, and a domino effect ripples throughout the company's emotional climate.
Careful observations of working groups in action revealed several ways the leader plays such a pivotal role in determining the shared emotions. Leaders typically talked more than anyone else, and what they said was listened to more carefully. Leaders were also usually the first to speak out on a subject, and when others made comments, their remarks most often referred to what the leader had said than to anyone else's comments. Because the leader's way of seeing things has special weight, leaders "manage meaning" for a group, offering a way to interpret, and so react emotionally to, a given situation.
But the impact on emotions goes beyond what a leader says. In these studies, even when leaders were not talking, they were watched more carefully than anyone else in the group. When people raised a question for the group as a whole, they would keep their eyes on the leader to see his or her response. Indeed, group members generally see the leader's emotional reaction as the most valid response, and so model their own on it?particularly in an ambiguous situation, where various members react differently. In a sense, the leader sets the emotional standard.
Leaders give praise or withhold it, criticize well or destructively, offer support or turn a blind eye to people's needs. They can frame the group's mission in ways that give more meaning to each person's contribution?or not. They can guide in ways that give people a sense of clarity and direction in their work and that encourage flexibility, setting people free to use their best sense of how to get the job done. All these acts help determine a leader's primal emotional impact.
Still, not all "official" leaders in a group are necessarily the emotional leaders. When the designated leader lacks credibility for some reason, people may turn for emotional guidance to someone else who they trust and respect. This de facto leader then becomes the one who molds others' emotional reactions. For instance, a well-known jazz group that was named for its formal leader and founder actually took its emotional cues from a different musician. The founder continued to manage bookings and logistics, but when it came time to decide what tune the group would play next or how the sound system should be adjusted, all eyes turned to the dominant member?the emotional leader.
People Magnets
Regardless of who the emotional leader might be, however, she's likely to have a knack for acting as a limbic "attractor," exerting a palpable force on the emotional brains of people around her. Watch a gifted actor at work, for example, and observe how easily she draws an audience into her emotional orbit. Whether she's conveying the agony of a betrayal or a joyous triumph, the audience feels those things too.
LAUGHTER AND THE OPEN LOOP
Emotions may spread like viruses, but not all emotions spread with the same ease. A study at the Yale University School of Management found that among working groups, cheerfulness and warmth spread most easily, while irritability is less contagious and depression spreads hardly at all. This greater diffusion rate for good moods has direct implications for business results. Moods, the Yale study found, influence how effectively people work; upbeat moods boost cooperation, fairness, and business performance.
Laughter, in particular, demonstrates the power of the open loop in operation?and therefore the contagious nature of all emotion. Hearing laughter, we automatically smile or laugh too, creating a spontaneous chain reaction that sweeps through a group. Glee spreads so readily because our brain includes open-loop circuits, designed specifically for detecting smiles and laughter that make us laugh in response. The result is a positive emotional hijack.
Similarly, of all emotional signals, smiles are the most contagious; they have an almost irresistible power to make others smile in return. Smiles may be so potent because of the beneficial role they played in evolution: Smiles and laughter, scientists speculate, evolved as a nonverbal way to cement alliances, signifying that an individual is relaxed and friendly rather than guarded or hostile.
Laughter offers a uniquely trustworthy sign of this friendliness. Unlike other emotional signals?especially a smile, which can be feigned?laughter involves highly complex neural systems that are largely involuntary: It's harder to fake. So whereas a false smile might easily slip through our emotional radar, a forced laugh has a hollow ring.
In a neurological sense, laughing represents the shortest distance between two people because it instantly interlocks limbic systems. This immediate, involuntary reaction, as one researcher puts it, involves "the most direct communication possible between people?brain to brain?with our intellect just going along for the ride, in what might be called a "limbic lock." No surprise, then, that people who relish each other's company laugh easily and often; those who distrust or dislike each other, or who are otherwise at odds, laugh little together, if at all.
In any work setting, therefore, the sound of laughter signals the group's emotional temperature, offering one sure sign that people's hearts as well as their minds are engaged. Moreover, laughter at work has little to do with someone telling a canned joke: In a study of 1,200 episodes of laughter during social interactions, the laugh almost always came as a friendly response to some ordinary remark like "nice meeting you," not to a punchline. A good laugh sends a reassuring message: We're on the same wavelength, we get along. It signals trust, comfort, and a shared sense of the world; as a rhythm in a conversation, laughing signals that all is well for the moment.
How easily we catch leaders' emotional states, then, has to do with how expressively their faces, voices, and gestures convey their feelings. The greater a leader's skill at transmitting emotions, the more forcefully the emotions will spread. Such transmission does not depend on theatrics, of course; since people pay close attention to a leader, even subtle expressions of emotion can have great impact. Even so, the more open leaders are?how well they express their own enthusiasm, for example?the more readily others will feel that same contagious passion.
Continues...
Excerpted from Primal Leadershipby Daniel P. Goleman Copyright © 2002 by Daniel P. Goleman. Excerpted by permission.
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.
Product details
- Publisher : Macmillan Audio; Abridged edition (March 6, 2002)
- Language : English
- ISBN-10 : 1559277440
- ISBN-13 : 978-1559277440
- Item Weight : 6.4 ounces
- Dimensions : 5.36 x 0.79 x 6.23 inches
- Best Sellers Rank: #2,644,566 in Books (See Top 100 in Books)
- #15,028 in Books on CD
- #20,270 in Business Management (Books)
- #23,663 in Leadership & Motivation
- Customer Reviews:
About the authors
DANIEL GOLEMAN is the author of the international bestsellers Emotional Intelligence, Working with Emotional Intelligence, and Social Intelligence, and the co-author of the acclaimed business bestseller Primal Leadership. His latest books are What Makes a Leader: Why Emotional Intelligence Matters and The Triple Focus: A New Approach to Education. He was a science reporter for the New York Times, was twice nominated for the Pulitzer Prize, and received the American Psychological Association's Lifetime Achievement Award for his media writing. He lives in Massachusetts.
Annie McKee is co-founder of the Teleos Leadership Institute and teaches at the University of Pennsylvania Graduate School of Education.
Richard E. Boyatzis is Distinguished University Professor and Professor in the Departments of Organizational Behavior, Psychology, and Cognitive Science at Case Western Reserve University, and HR Horvitz Professor of Family Business, as well as Adjunct Professor in People/Organizations at ESADE. He earned his BS in Aeronautics and Astronautics from MIT, and a MS and Ph.D. in Social Psychology from Harvard University. Using his Intentional Change Theory (ICT), he studies sustained, desired change at all levels of human endeavor from individuals, teams, organizations, communities and countries. He was ranked #9 Most Influential International Thinker by HR Magazine in 2012 and 2014. He is the author of more than 200 articles on leadership, competencies, emotional intelligence, competency development, coaching, neuroscience and management education. His Coursera MOOC, Inspiring Leadership Through Emotional Intelligence has over 780,000 enrolled from 215 countries. His 8 books include: The Competent Manager; the international best-seller, Primal Leadership with Daniel Goleman and Annie McKee; and Resonant Leadership, with Annie McKee, and Helping Poeple Change: Coaching with Compassion or Lifelong Learning and Growth qith Melvin Smith and Ellen Van Oosten, soon to be published by Harvard Business Review Press.
Richard Boyatzis is Professor in the Departments of Organizational Behavior and Psychology at Case Western Reserve University.
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The thesis of Goleman, Boyatzis, and McKee's Primal Leadership is that it is neither a high IQ nor masterful skills that truly make a leader - the key essence is a high level of emotional intelligence.
This emotional intelligence helps leaders create resonance, which is "a reservoir of positivity that frees the best in people" (Location 46). Leaders can do this by moving between the six different leadership styles, while also increasingly growing in the four emotional intelligence domains. If leaders grasp these truths, then the impact across their lives, teams, organizations, and society will be revolutionary.
In the first section, the authors argue for the importance of emotional intelligence, while relating it to resonance. They then describe the four emotional intelligence domains (self-awareness, self-management, social awareness, and relationship management), and the six leadership styles - four of which are resonant (visionary, coaching, affiliative, democratic), and two of which are dissonant (pacesetting, and commanding).
The second part of the book details how to become a resonant leader using Boyatzis's theory of self-directed learning. This is a section that is full of important insights, such as understanding how change does not just happen because one decides to do it, but how one needs to develop manageable learning goals, seize organic learning opportunities, and practice - all of this in the context of relationships.
The last section of the book highlights how emotionally intelligent leaders can extend their emotional intelligence throughout their teams and organizations. The authors are essentially integrating all the concepts of their book into this section, with a strong bent toward application. Consequently, "to build an emotionally intelligent organization, you need to do three things: discover the emotional reality, visualize the ideal, and sustain emotional intelligence" (Location 3628).
This book is a gem and has helped me, and will continually help me into the future - so for that reason I give it a 5 out of 5.
I have also given them to people who really need to self reflect. Whether they do or not is not up to me - but if they would just give it a chance, they would grow personally and professionaly.
Must have.
I liked this book and plan to use it as a reference for leadership. It would be a good one to return to on a regular basis to review the principles within. It has enough information about increasing one's own capacity that it is a valuable regular read.
Wish I had read it earlier.
I should add, I quoted this book extensively during my Masters in Organizational Leadership program, at one of the top universities for Master's in Business degrees. I don't know why it was not one of the required texts, but it should have been. My professors all found the insights I shared from this book to be very worth while, and I received straight A's in my classes.
Top reviews from other countries
Bastante interesante, me funcionó para la clase de liderazgo, abarca los temas principales!