The third part talks that the important for managers to notice not only self emotional intelligence domains UT 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 he 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. Coleman, Boats, & McKee, 2004) Leaders who have high El competencies can do well in self-awareness, elf-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, affiliated, democratic, pacesetting, and commanding), depending on different situations. The second part is about how to become a resonant and emotional leader.
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From the authors’ five discovery stages, a successful leader needs to set up an ideal image and vision that can be reached; valuate 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 Coleman, Boats, and McKee. Each author had different perspectives and backgrounds to write this book. For Daniel Coleman, he had more experiences of speaking, talking with leaders around the world, and had worldwide response on his book.
For Richard Boats, as a professor at the weather-head School of Management had the advantage of in- depth research from fifteen years of guiding thousands of Mambas and executives through the challenge of cultivating the essential competencies of El 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 of David McClellan, a professor at Harvard, research findings of the Hay Group colleagues. Many researches that contributed to their thinking were from colleagues on the Consortium for Research on Emotional Intelligence in Organizations and the Hay Group. Coleman, Boats, ; McKee, 2004) B. Rationale They wrote this book because of the unprecedented, enormously enthusiastic reader response to the Harvard Business Review articles ‘Vat makes a leader? ” and “leadership that gets results. They also wanted to help more executives, managers, and workers at companies and organizations around the world. They wrote this book to answer some primal leadership question, for example, what do the benefits of primal leadership affect organization? How do leaders create the emotional climate that fosters creative innovations? (Coleman, Boats, amp; McKee, 2004) The authors believed primal dimension of leadership that leaders could use power of II management determined whether everything else a leader did would work as well as it could. And many leaders did not know that how to use El management to make them and their teams successful.
This book is legitimate through real example of interviews which indicated the true cases. C. Face validity From the book, the themes are about emotional intelligence competencies of resonant leadership by both the individual and the entire team. I believe the concepts and themes are positive. Not only in work environment but also life world, many people always lack of emotional intelligence competencies. I also agree with the conclusions that resonant leaders could be collaborative and visionary, nurture relationships, inspire people forward best mission and value, as well as when to listen and when to command. Live that leaders who have high El know how to do the right things, at the right time, in the right way, with the right people. They also have good relationships with superiors, co-workers, subordinates. In our real business world, these leaders with high El competency re rare, especially in China, students can study little course of knowledge of emotional intelligence concepts. So, from this book, for me, I can learn new emotional intelligence concepts of leadership, using person El management in the future.
And I used to lack of social awareness and relationship management competencies, so would build the two abilities during study and work environment. D. Target audience This book is for leaders, managers, and ordinaries. This can be used for everyone. Individuals who have high El ability can do the right things at anywhere in anytime. Both leaders and employees should own self- awareness, self- management, social awareness, and relationship management competencies. El competencies can be helpful for leaders to manage teams and employees.
They also can be useful for employees to know their co-workers and supervisors’ feelings. However, importantly, this book is best for leaders and Coos in organizations. For high level managers, they not only need notice and manage their emotions but also notice and influence employees’ emotion. Leaders or Coos have responsibilities to lead and affect employees to achieve goals and visions, as well as develop and sustain new changes in order to make organization survive. This book also reminds that the power of resonance is to make people to achieve organization’s goals and views willingly.
E. Reliability Compared with our textbook, Organizational Behavior, the sources from both Primal Leadership and Organizational Behavior came from studies and researches and their conclusions were quite similar. And, authors of the Primal Leadership gathered some data and information from colleagues at the research arm of The Hay Group and Cell-360. However, they both suggest that El plays an important role in management environment, and the key quality that fractionated the successful and unsuccessful was emotional intelligence.
F. Distinctiveness This book presented a new concept: primal leadership that a leader creates resonance?a reservoir of positivist that best to inspire people. However, its fundamental or root is also emotional intelligent. Like other books researches, through various cases, it presents the power of El competency, and El competency concepts: self- awareness, self-management, social awareness, and relationship management competencies. G. Practicality The ideas of the book can be adaptable and realistic.
Before any new idea came UT, there were some introductions of real example and situation, and the authors gave suggestions for leaders. For example, when authors talked about the coaching style, they gave readers the example that the boss, David Ogling, cared and concerned about a pregnant female employee’s life and job, and finally, the female employee, Shelley Lazarus, became the CEO of the company. Then the book indicated that a leader needed to act as a counselor, exploring employees’ goals and values and helping them expand their own repertoire of abilities.
Another example was that “Cultivating special relationships, those hose sole purpose is to help you along your path, is crucial to continuing development. ” So the book suggested that readers could develop relationships with special people, such as teacher, coaches, and mentor, who could help them. Important to remember for managers From this book, managers should notice not only self emotional intelligence domains but also group’s emotional intelligence competency. As managers, firstly, it is necessary to have abilities of self emotional intelligence control.
Managers should recognize their own emotions, strengths, limitations, and how their feelings affect their performances. As well as they manage their disturbing emotions and impulses. However, it is the most important for managers to own group El competency. For the managers, they are like the “bridge” which connects with leaders and employees. When managers get missions from leaders, they had to allocate these assignments to their teams. “Teams and groups express their self-awareness by being mindful of shared moods as well as of the emotions of individuals within the groups. Group emotions are contagious, and team members take from each other, maybe better or worse. Managers should notice any negative member’s feelings hat could set off a chain reaction of negativity. For example, a salesperson had depressed moods because he had been rejected by a customer. However, the sales manager didn’t realize the salesperson’s emotion, so the whole team morale had been affected by that salesperson. Furthermore, managers need to develop group self-management competency.
Through conversations, guides, and pacesetting, they help employees to set up goals and self-management. An emotionally intelligent leader could hold and affect the group to practice self- management, and shift the team self-management to everyone’s responsibility. For example, when a company announces a new policy for the sales department, a sales manager not only recognizes his team feelings but also help them manage their emotions. The manager needs to communicate and inspire each team member and help everyone set up personal goal.
Finally, managers should build resonance within teams. The resonance manager can set up comfortable and communicative environment for employees, and employees are more willing to follow the manager. In conclusion, I believe the manager’s job is to let people get together to achieve the organization’s goals willingly, so the managers who win self and group El management competency can be more successful in business environment. Interesting parts The most important and interesting parts, I think, are the processes of how to create a resonant, emotionally intelligent, and effective culture.
The authors indicated three key finds: discovering the emotional reality, visualizing the ideal, and sustaining emotional intelligence. For most leaders and managers, it is easy to discover organizational emotional reality and ideal model. However, it is extremely difficult to sustain emotional intelligence in organization environment. The book illuminated some necessary steps for turning vision into action: “changing organizational structures and job designs, reshaping systems and performance expectations to better match the vision, and making what people do fit better with the organization’s mission. However, change is not only the leader’s business. When actualization changes, leaders and managers play the roles of coach, guide, and steward. They should consider about how to engage employees to involve change, and make them feel comfortable. When deciding to change organizational structures, leaders who have clear pictures must have team of executives to discuss, and talk with employees why changes happen and how changes affect their positions. Leaders also need to allow employees to share opinions and feelings about position changes.
After changes are achieved, managers should construct clear job designs and descriptions. Employees may feel confused without proper job designs and descriptions. Also, employees can know what to do and take responsibilities. Then leaders and managers need to create systems that sustain emotionally intelligent practices. Systems, rules, and procedures can be helpful for staff to do the right things. When developing yester, leaders and mangers should notice the rules and procedures can be acceptable and measurable.
And short-term and long-term goals can motivate employees to sustain changes. Once people can follow instructions, it is easy to achieve desired outcomes. Leaders and managers have enormous impact on the overall emotions of organizations, and they are at the center of the organization’s stories. I believe when employees agree with the leader values, and they are willing to follow managers, they can fit better with the organization’s missions and goals. Developing and maintaining a good, harmonious, openness culture thin an organization is extremely difficult.