A surprisingly adroit application of Goleman's theory of Emotional Intelligence to leadership. It goes to show he's not just hit on a good idea, he's generally a very smart guy.
The leadership styles listed in the book the candid evaluation of each (none of this everyone is good in their own way nonsense) are fascinating to listen through.
I'm very glad to have read this at a young age so I can see what styles to aspire to and remember to utilize different ones when necessary.

I was looking for a book that would help me identify the leadership competencies for emotional intelligence. This book helped me with that goal and more. I highly recommend this book for those looking to develop emotional intelligence competencies and training for leaders in their workplace.

This book was refreshing and informative. It was refreshing in the aspect of understanding how we operate not just as leaders but also as people. It also helps the reader to think through which type of EI style that we work best with/under. Book didn't get 5 stars because the authors seemed to repeat themselves a lot. Yet, I think that was mainly to further ingrain the information in the reader's brain.

Anyone who is a leader or is interested in leadership must read this book. It's packed with great insights based on data and interviews and full of actionable guidance on identifying different times of leadership and how emotional intelligence is THE skill to have as a leader during these times.

Primal leadership offers a healthy balance of scholastic approach to emotional intelligence and the application of that intelligence. There is a section pretty early on that goes over a lot of the competencies associated with emotional intelligence. Many of these, to my surprise had a lot to do with self-management and self-direction. Even the concept of resonance, the end-all-be-all of successful EI leadership, seems to have more to do with aligning individual goals on a personal level.

I finished off this book thinking about General Robert E Lee. This man offers a great example of the emotionally intelligent leader. Calm in the face of danger and quick to think of the role that others can play in the greater mission, Lee was more of a servant to something greater than anything whose. Of course, this is what made him such a good leader. Ultimately, Lee is the perfect example of the resonant leader, serving the purpose of a larger cause by defining it's resonance with each of his followers in action and word.

Un poco repetitive. But all in baseball should read.

Lo leí para la universidad pero me ha encantado la importancia que le brinda a la inteligencia emocional no solo en el ambiente laboral, sino también para la vida.

La importancia de las emociones y entre ellas, la importancia de la empatía (que a mí parecer lentamente se encuentra desapareciendo).

Another very enjoyable book based on neuroscience -- here, the authors argue that the number one, original and most important role of a leader is emotional.

Humans are very social -- we're entirely constructed that way and we even automatically copy the posture, mood and expressions of those with whom we are connecting with, even heart rate! "We rely on connections with other people for our own emotional stability" and our limbic systems connect to each other.

People take their cues from leaders -- the look for emotional responses and behavior to emulate. Leaders serve as "limbic attractors" and can exert influence more easily when they are upbeat and positive, as the authors say “nobody wants to work for a grouch.” Negative moods disrupt work and break focus from the task at hand. Many studies show that good moods result in good work.

Leaders need to be able to connect with their constituents and motivate them positively. There are two large groups of leadership styles -- resonant and dissonant -- which drive team emotions (and action) positively and negatively. The authors take a deep dive into the different kinds of resonant and dissonant leadership styles --issuing warnings about the latter.

How does a leader become a "resonant" leader? The chief emotional intelligence competencies include: self-awareness, self-management, social awareness and relationship management. It's critical for individuals to identify and refine their values, decide who they want to be, become aware of who they are now and come up with a plan for building on strengths, practicing new skills at every opportunity and establish a supportive network to make this change possible.

Empathy, of course, can be learned. It's important to practice -- the authors remind us, "athletes spend more time practicing than performing!"

Of course, there's a catch: you can have the most emotionally intelligent leader but if she's in the wrong place, it won't do the organization any good.

For emotionally intelligent leadership to be effective, it has to work for the culture of an organization. If your organization is not "resonant" or has some challenges and you want to change culture, two things have to happen: first, emotional intelligence/resonant leadership must be modeled from the top down and the constituents have to be involved in the process of transformation. Every single individual has to be engaged in a process of individual change so that the entire team or organization can start moving in that direction.

Of course - it's not as simple as just sending a few people off to some seminars or having HR organize training for specific people. The half-life of seminars and education varies based on how well the lessons are supported within the culture to which one returns. Teams need to be brought into the process of transformation to identify the norms and culture -- and most people find it easy to agree on the things that are working well. Getting an accurate picture of the things that aren't working well and coming up with alternatives is the most important part of transformation -- along with practice, practice, practice.

The authors repeatedly stress the importance of leaders communicating with their constituents or team -- understanding their values and dreams. This is a pretty common bit of advice from current management/leadership authors such as John Maxwell, Kouzes & Posner and others. And - you cannot be a good leader unless you are being authentic: know yourself, know your values and how they match up to the company. "Primal Leadership" wants you to be a leader who listens, can attune your values to those of your organization, and bring along the team -- this means not just setting aside time for heart-to-heart chats, but also setting aside time for quiet reflection (esp meditation) as a way to tap into what you're picking up subconsciously.

And - why do we do this? More and more, research is showing that the power of group/collective decision-making (with groups that display qualities of emotional intelligence) is superior to that of the brightest individual in the group. By developing emotional intelligence skills in all individuals, teams and organizations, you improve performance, morale, loyalty, satisfaction and many other qualities that make people happy and successful.

Primal Leadership is an in-depth look and analysis based on a collection of Harvard Business Review (HBR) articles and books. It's split into 3 parts; the first is incredibly lucid and valuable. The second part repeats many of the same points in the previous, detailing trivial examples that you cannot apply in your own position. It's overly generalized and would make you ask, "Oh, interesting. I see details A, B, and C. But how did they get from C to Z?"

In the first part, the book lays out the foundation for the idea of how Emotionally Intelligent leaders are the best leaders, detailing what makes up the different areas. Some leaders are good at some, but not others. The best leaders have some qualities of all. Emotionally intelligent leaders are consequently high in IQ (usually). EI leaders will drive to create resonance in their organizations, as opposed to dissonance, which some EQ traits expose. These are all great points, which is immediately disregarded until the last chapter of the book.

Chapter 10 finally ties it all back together, but it would have been nice to consistently tie it back to creating resonance in an organization versus the generalized anecdotal information.

Overall, a good read if you can get past the middle. Try some of the vague ideas in your own situations and see what works, and what doesn't. Be a scientist, continue to learn, and grow your EQ as a leader.

(The English review is placed beneath Russian one)

С моей точки зрения, те, кто читал две другие книги автора – «Эмоциональный интеллект. Почему он может значить больше, чем IQ» и «Эмоциональный интеллект в бизнесе» – могут, в принципе, не читать эту. Можно сказать даже, что достаточно самой знаменитой книги автора («Эмоциональный интеллект. Почему он может значить больше, чем IQ»), чтобы понять суть всех остальных его книг. Ну, может не всех, но данной книги уж точно. Лично я прочёл те две книги и был очень впечатлён идеями, что высказывались на страницах этих книг. Поэтому, возможно, третья книга стала перебором или автор взял очень туманную тему – лидерство – чтобы написать чёткую и ясную работу, которая одновременно имела бы стройную теорию и одновременно давала бы некоторые практические советы. В любом случаи, книга мне показалась очень слабой. Вообще книги по лидерству очень редко, с моей точки зрения, бывают удачными, с минимальным количеством воды и которые бы чётко и ясно объясняли многие положения. Думается мне, что написать такую книгу в принципе невозможно. Лидерство, слишком неконкретная и спорная тема (см. Стив Джобс). Итак, что же предлагает нам автор в этой книге?
Автор на протяжении всей книги будет писать о том, что лидер должен создавать позитивную или здоровую рабочую атмосферу, обладать эмпатией, быть, в каком-то смысле, мудрым, отзывчивым руководителем. В общем, всё то самое, что является строгой противоположностью токсичной атмосфере на рабочем месте с невозможным начальником (лидером) во главе. Трудно что-то написать конкретно по этому поводу, т.к. у каждого человека своя, особая ситуация, которая в целом, сводится к трудности сотрудничества с таким вот руководителем. Другими словами, даже без объяснения того, что означает токсичная атмосфера на работе, что означает «трудный руководитель», мы все понимаем, о чём собственно речь.
Ещё один важный момент. Я нашёл книгу очень и очень водянистой. Очень много ненужного и отвлекающего текста, который после себя ничего, в общем-то, не оставляет. Да и как может быть иначе, когда уже с самых первых страниц всё становится понятно. Более того, если вы читали предыдущие его книги, то всё становится ясно ещё и до того как мы начнём читать саму книгу. Так как я книгу не смог осилить до конца, я не могу утверждать, что в конце автор не добавил чего-то нового. Возможно. Но я сомневаюсь.
Главная проблема с книгой состоит в том, что если вы понимаете важность создания нормальной, а ещё лучше, эффективной атмосферы на рабочем месте, вы уже дальше сами вполне способны додумать всё то, о чём пишет автор. Не составляет особого труда для читателя провести линию от точки А к точке Б.

From my point of view, those who read the other two books by the author - "Emotional Intelligence: Why It Can Matter More Than IQ" and "Working with Emotional Intelligence" - may not read this book. I think the author's most famous book ("Emotional Intelligence: Why It Can Matter More Than IQ") is enough to understand all his other books. Well, maybe not all of them, but this book is for sure. Personally, I read those two books and was very impressed with the ideas that were expressed in the pages of these two books. So maybe the third book was a bit too much, or the author took a very vague topic - leadership - to write a clear and clear work that would both have a coherent theory and give some practical advice at the same time. In any case, the book seemed very weak to me. Generally speaking, leadership books are very rarely, in my opinion, successful, with a minimum amount of water, and which would clearly and precisely explain many of the points. It seems to me that it is impossible to write such a book in principle. Leadership is too vague and controversial (see Steve Jobs). So, what does the author offer us in this book?
The author will write throughout the book that the leader must create a positive or healthy working atmosphere, has empathy, and be, in a sense, a wise, responsive leader. In general, everything that is the opposite of a toxic work environment with an impossible boss (leader) in charge. It is difficult to write something specific about it, because each person has his own special situation, which in general is reduced to the difficulty of cooperation with such a leader. In other words, even without explaining what a toxic work environment means, which means "difficult leader", we all understand what we are talking about.
Another important point is that I found the book very, very watery. There is a lot of unnecessary and distracting text that leaves nothing behind. And how can it be otherwise, when from the very first pages everything becomes clear. Moreover, if you have read his previous books, everything becomes clear even before we begin to read the book itself. Since I couldn't read the whole book completely, I can't say that the author didn't add anything new at the end. Maybe, but I doubt it.
The main problem with the book is that if you understand the importance of creating a normal work environment, you can already guess everything the author writes about yourself. It is not too difficult for the reader to draw a line from point A to point B.

Class assignment: I created a blog for this book at http://primalleadershipbookreview.blo... that contains videos form the authors and other reviews about this book.

According to the book PRIMAL LEADERSHIP REALIZING THE POWER OF EMOTIONAL INTELLIGENCE by Daniel Goleman, Richard Boyatzis, and Annie McKee, it takes emotional intelligence (EI) to be an effective leader. The book discusses what emotional intelligence is and gives many examples of the positive effect of six different leadership styles - Visionary, Coaching, Affiliative, Democratic, Pacesetting, and Commanding. I struggled with interest in the book for the first 12 pages because it talked about how the brain functions and did not appeal to my learning style. As the book continued, I became hooked. The authors use real life stories to explain the leadership styles and the emotional intelligence (EI) a leader must have to be successful. The stories made the book more interesting to me and I could relate to the examples. The first half of the book gives examples and comparisons of effective and ineffective leaders. I used this to evaluate my EI strengths and gaps. The second half of the book gave stories and examples of how to develop EI.

PRIMAL LEADERSHIP REALIZING THE POWER OF EMOTIONAL INTELLIGENCE will benefit all school professionals because every teacher, counselor, principal, etc… is in a leadership position with the students and co-workers. This book helps you to recognize your strengths and build on them to develop in areas where you have gaps. The leaders in the school are the models that students learn from. To be a successful professional in education, emotional intelligence is a very valuable quality to possess. I would highly recommend this book. This was a very interesting book, one that I would like in my personal library.

I've read a number of Goleman's books on Emotional Intelligence and always appreciate the reminder on the importance of EQ. I found this book to be redundant. Felt like the last section of each chapter started itself over, and the chapter reviews were excessively lengthy. I also felt the number of examples was excessive. Overall the book felt longer than it needed to be, past the point of value which led to disengagement and disinterest for me.