Drawing from decades of analysis within world-class organizations, the authors show that resonant leaders excel not just through industry savvy and smarts, but by leveraging emotional intelligence. Abridged. 3 CDs.Drawing from decades of analysis within world-class organizations, the authors show that resonant leaders excel not just through industry savvy and smarts, but by leveraging emotional intelligence. Abridged. 3 CDs.Read Less
Good. Very minimal damage to the cover no holes or tears, only minimal scuff marks minimal wear binding majority of pages undamaged minimal creases or tears. Book may have writing, underlining, highlighting, wear to cover and corners, notes in margins, writing.
Acceptable. A book with obvious wear. May have some damage to the cover or binding but integrity is still intact. There might be writing in the margins, possibly underlining and highlighting of text, but no missing pages or anything that would compromise the legibility or understanding of the text.
Publishers Weekly, 2002-02-04 "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
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