| This article is based on the following book: | | | | allowspeople to collaborate with each other |
| | | | even in the faceof change and uncertainty. |
| Primal Leadership | | | | |
| | | | Four Dimensions of Emotional Intelligence |
| "Leading To Lead With Emotional Intelligence" | | | | |
| | | | The creation of resonance is a hallmark of |
| By Daniel Goleman, Richard Boyatzis, Annie | | | | primalleadership that can only be fostered by |
| Mckee | | | | emotionallyintelligent leaders. For a leader |
| | | | to promote primeresonance in a group, it is |
| Published by Harvard Business School Press | | | | important to understandthe four EI |
| 2004 | | | | competencies. Interestingly, |
| | | | thesecompetencies are not innately inherent |
| ISBN 1591391849 | | | | but are learnedabilities. According to |
| | | | research, an effective leadertypically |
| 306 pages | | | | demonstrates at least one competence amongthe |
| | | | four dimensions. |
| Primal leadership takes center stage in this | | | | |
| book. Thisconcept goes beyond the set of | | | | 1. Self-Awareness |
| conventional competencieson the making of a | | | | |
| leader. Beyond bottom line figures, thisbook | | | | 2. Self-Management |
| takes a leap forward with the concept of | | | | |
| primalleadership through a keen and in-depth | | | | 3. Social Awareness |
| understanding ofemotional intelligence and | | | | |
| its link to leading and buildingemotionally | | | | 4. Relationship Management |
| intelligent organizations. | | | | |
| | | | Approaches to Leadership in a Nutshell |
| The authors explore the idea of leadership as | | | | |
| an emotionalfunction. They propose that the | | | | 1. Visionary |
| fundamental task of aleader is to create | | | | |
| resonance at work, thereby unleashingpositive | | | | 2. Coaching |
| traits and attributes in people. | | | | |
| Emotionallyintelligent leaders bring | | | | 3. Affiliative |
| organizational success to thefore because | | | | |
| they inspire, motivate and foster | | | | 4. Democratic |
| commitmentin people. | | | | |
| | | | 5. Pacesetting |
| Harness the power of primal leadership in | | | | |
| this book andbring out the emotionally | | | | 6. Commanding |
| intelligent leader in you. | | | | |
| | | | The Five Discoveries of Self-Directed |
| Primal Dimension of Leadership | | | | Learning |
| | | | |
| The use of emotion in leadership functions is | | | | 1. First Discovery: My ideal self - Who do I |
| a primaltask that sets leaders apart. Great | | | | wantto be? |
| leaders move peopleby channeling emotions in | | | | |
| the right direction, whetherit is in | | | | 2. Second Discovery: My real self - Who am I? |
| formulating corporate strategy in the | | | | Whatare my strengths and gaps? |
| boardroomor a series of action items in the | | | | |
| shop floor. | | | | 3. Third Discovery: My learning agenda - How |
| | | | can Ibuild on my strengths while reducing my |
| Resonance Effect | | | | gaps? |
| | | | |
| The positive channeling of emotions that | | | | 4. Fourth Discovery: Experimenting with and |
| empowers peopleto be top performers is called | | | | practicingnew behaviors, thoughts, and |
| resonance. The culture ofresonance brings out | | | | feelings to the pointof mastery. |
| the best in people. On the other hand,when | | | | |
| leaders negatively drive emotions dissonance | | | | 5. Fifth Discovery: Developing supportive and |
| iscreated. Dissonance is not conducive to | | | | trustingrelationships that make change |
| harmonious workingrelationships as it can | | | | possible. |
| undermine people's potentials. | | | | |
| | | | Final Notes |
| Key to Primal Leadership | | | | |
| | | | Primal leadership is anchored on emotions. |
| Emotional intelligence is the foundation of | | | | Theseemotions have underlying neurological |
| making primalleadership work. An emotionally | | | | explanationsto them such as the open loop |
| intelligent leader knowshow to handle himself | | | | system. Thus, a leadermust work hard to |
| and his relationship with thepeople he works | | | | obtain emotional intelligencecompetencies |
| with in order to drive up performance. | | | | that will make him a resonant leaderbecause |
| | | | resonance is the key to primal leadership. |
| Good Moods, Good Work | | | | |
| | | | A resonant leader builds a culture of |
| A good mood is essential for a team to | | | | resonance bydemonstrating emotionally |
| functioneffectively. It is crucial for a | | | | intelligent abilities thatpermeate throughout |
| leader to fosterpositive working | | | | the organization. A resonantleader aims to |
| relationships because emotionalconflicts in a | | | | live a resonant life for him and hispeople in |
| group can hamper a team's performance. | | | | order to make resonant work. It is thiskind |
| | | | of work that builds an emotionally |
| A study of CEOs from Fortune 500 companies | | | | intelligentorganization - a kind of |
| revealed thatpositive overall mood of top | | | | organization that can survivethe changing |
| management people leads tobetter cooperation | | | | business climate because it has |
| and better business performance. | | | | built-inprocesses that can sustain change. |
| | | | |
| This argument takes the view that it is top | | | | By: Regine P. Azurin and Yvette Pantilla |
| managementthat creates the conditions for | | | | |
| workers to work well. | | | | "A Lot Of Great Books....Too Little Time To |
| | | | Read" |
| Resonant Leader | | | | |
| | | | Free Book Summaries Of Latest Bestsellers for |
| For emotionally intelligent leaders, | | | | Busy |
| resonance comesnaturally in their dealings | | | | |
| with people. Their actionsreinforce synchrony | | | | Executives and Entrepreneurs |
| within their team and within theorganization. | | | | |
| The strength of an emotionally resonantleader | | | | Mailto: BusinessSummaries is a service. |
| lies in the emotional bond he forms which | | | | |