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