This book review illuminates the brief summary of Primal Leadership, the analysis of this book, the importance for managers, as well as the most interesting parts of the book. The first part is book summary. It talks about the task, development, and improvement of primal leadership. The second part analyzes book contents from author credentials, rationale, face validity, target audience, reliability, distinctiveness, and practicality. The third part talks that the important for managers to notice not only self emotional intelligence domains but also group’s emotional intelligence competency. The last part indicates, my interesting part, to develop and sustain emotional intelligence value and culture in organization environment. Brief Summary
This book talked about, for both the individual and entire team, abilities of emotional intelligence offered the essential competencies for resonant leadership, and how to make the individual, team, and entire organization more resonant, and effective. This book has sorted of three parts. The first part is about power of resonant and emotional management for leadership. From the book, it has an example that when facing same situation but two managers had different results. One leader who had high emotional intelligence cheered the team up, but the other leader made the team depressive. A leader who can create positive climate makes good performances of people, because the authors thought “good moods, good work”. The study also found that more positive the moods of people in top management team, the more cooperatively and successfully the company’s business results. (Goleman, Boyatzis, & McKee, 2004) Leaders who have high EI competencies can do well in self-awareness, self-management, social awareness, relationship management. The successful leaders not only need to recognize their own values, dreams and control their own state of mind but also notice others feelings and manage relationships. Also, a powerful and effective leaders use six distinct skillful leading approaches (visionary, coaching, affiliative, democratic, pacesetting, and commanding), depending on different situations. The second part is about how to become a resonant and emotional leader. From the authors' five discovery stages, a successful leader needs to set up an ideal image and vision that can be reached; evaluate his/her real self, both strengths and limitations; set goals and creating plans to achieve them, which means goals and plans must be real and feasible; reconfigure and practice new behaviors, thoughts, and feelings; develop supportive and trusting relationships that make change possible. The third part indicates that leaders should have responsibility to build effective and successful groups by collective self-aware, self-management, and empathic tactics. Also, leaders need to notice collective emotional realities and ideal visions, and they tend to sustain visions and plans into action. Finally, leaders should create sustainable change in the future. Book Analysis
A. Author credentials
The authors of this book were Goleman, Boyatzis, and McKee. Each author had different perspectives and backgrounds to write this book. For Daniel Goleman, he had more experiences of speaking, talking with leaders around the world, and had worldwide response on his book. For Richard Boyatzis, as a professor at the weather-head School of Management had the advantage of in-depth research from fifteen years of guiding thousands of MBAs and executives through the challenge of cultivating the essential competencies of EI leadership. Annie McKee, the faculty of the University of Pennsylvania Graduate School of Education, consulted to business and organization leaders worldwide and brought practical insights gained from her hands-on work helping dozens of organizations transform to foster emotionally intelligent leaders. Their first inspiration was from researches and theories...