Review by Choice Review
In this highly readable book, academicians Goleman (author of Emotional Intelligence, 1995), Boyatzis, and McKee compile, analyze, integrate, and present significant current research and best practices related to cognitive functioning, learning theory, leadership competencies, and executive development. Based on work done at Harvard and MIT over the last 40 years by David McClelland and David Kolb and more recently at Hay Group/McBer & Company, this study delineates the organizational imperative of developing leaders who demonstrate the traditional managerial competencies associated with exemplary performance and also possess emotional intelligence--self-awareness, self-management, social awareness, and relationship management. Through their research, Goleman, Boyatzis, and McKee identify the critical links among leadership style, emotional intelligence, leadership development best practices, and effective organizational performance. The authors conclude by examining the challenges executives face in their efforts to enhance individual, team, and organizational performance. Additionally, issues and solutions related to initiating and sustaining organizational/cultural change also are substantively addressed. Faculty and graduate students, as well as practitioners, will find this book an excellent primary or secondary resource on leadership, organizational theory/behavior, executive development, human resource development, and organizational change/development. M. J. Safferstone Mary Washington College
Copyright American Library Association, used with permission.
Review by Booklist Review
"Great leaders move us, . . . ignite passion, and inspire the best in us" --so the authors offer as the premise of this provocative book. 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. Goleman is a researcher and author of the best-selling Emotional Intelligence (1995); Richard Boyatzis is a professor of management; and the third coauthor, Annie McKee, is a graduate-level education instructor. 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. Basically speaking, people want to work for those who exude upbeat feelings. Conversely, "the power of toxic leadership to poison the emotional climate of a workplace" is considerable. Well-written, intelligent, approachable, and stimulating business books have a way of sneaking onto best-seller lists. This one just might do exactly that. --Brad Hooper
From Booklist, Copyright (c) American Library Association. Used with permission.
Review by Publisher's Weekly Review
"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. (c) Copyright PWxyz, LLC. All rights reserved
(c) Copyright PWxyz, LLC. All rights reserved
Review by Library Journal Review
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 (c) Copyright 2010. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.
(c) Copyright Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.
