- Taschenbuch: 336 Seiten
- Verlag: Little, Brown Book Group (6. Juni 2002)
- Sprache: Englisch
- ISBN-10: 0316857661
- ISBN-13: 978-0316857666
- Größe und/oder Gewicht: 23 x 15,2 x 2,8 cm
- Durchschnittliche Kundenbewertung: 5.0 von 5 Sternen Alle Rezensionen anzeigen (1 Kundenrezension)
- Amazon Bestseller-Rang: Nr. 400.416 in Englische Bücher (Siehe Top 100 in Englische Bücher)
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'The book is a masterpiece of marketing... Goldman is the guru. We hang on his every word.' SUNDAY TELEGRAPH
Kurzbeschreibung
The author of the bestselling }Emotional Intelligence{ examines the vital role of emotional intelligence in the workplace, and outlines how to transform leadership into results. Essentially, a definitive blueprint for transforming leadership in individuals, teams and organisations.
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Buchdeckel | Copyright | Inhaltsverzeichnis | Auszug | Stichwortverzeichnis | Rückseite
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Kundenrezensionen
Die hilfreichsten Kundenrezensionen
Format:Taschenbuch
The authors of this clearly written book draw on deep research and numerous studies of psychology and neurology to show that great leadership is primarily and essentially a matter of emotional intelligence. Notwithstanding the extensive support and the documentation from academic literature, authors Daniel Goleman, Richard Boyatzis and Annie McKee have written an intelligent, lucid, easily accessible presentation. They contend that, with practice, you can develop the critical leadership competencies of self-awareness, self-management and social/relationship skills. Although the authors may understate the difficulty of developing these abilities, we find their arguments reasonable, persuasive and useful.
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4 von 4 Kunden fanden die folgende Rezension hilfreich
Lucid examination of leadership's emotional base
19. Mai 2006
Format:Taschenbuch
The authors of this clearly written book draw on deep research and numerous studies of psychology and neurology to show that great leadership is primarily and essentially a matter of emotional intelligence. Notwithstanding the extensive support and the documentation from academic literature, authors Daniel Goleman, Richard Boyatzis and Annie McKee have written an intelligent, lucid, easily accessible presentation. They contend that, with practice, you can develop the critical leadership competencies of self-awareness, self-management and social/relationship skills. Although the authors may understate the difficulty of developing these abilities, we find their arguments reasonable, persuasive and useful.
1 von 1 Kunden fanden die folgende Rezension hilfreich
Emotional intelligence for leaders
1. April 2010
Format:Taschenbuch
Daniel Goleman, The New Leaders: Transforming the Art of Leadership into the Science of Results (London: Time Warner, 2002)
Goleman's theory is that emotional intelligence (self-awareness, self-management, social awareness and relationship management) is important but rarely recognized (compare his original contribution Emotional Intelligence). Here he argues the task of leaders is to create resonance in people - a reservoir of positivity that brings out their best. An emotionally intelligent leader will set the emotional level of their organization, nurture relationships, surface simmering issues and articulate a mission that inspires those they lead. Like a skilled golf player choosing different clubs for different plays, they will skillfully switch between visionary, coaching, affiliative, democratic (and sparingly pacesetting and commanding) leadership styles. To develop EI leaders need feedback and learning improvement plans, and organizations need processes like dynamic inquiry and EI leaders to guide them. He writes: "Resonant leaders know when to be collaborative and when to be visionary, when to listen and when to command. Such leaders have a knack for attuning to their own sense of what matters and articulating a mission that resonates with the values of those they lead. These leaders naturally nurture relationships, surface simmering issues and create the human synergies of a group in harmony. They build a fierce loyalty by caring about the careers of those who work for them, and inspire people to give their best for a mission that speaks to shared values." (p.248)
Originally reviewed for "The Emerging Church: Pioneering Leadership and Innovation Reading Guide", Zadok Paper (Forthcoming 2010).
Goleman's theory is that emotional intelligence (self-awareness, self-management, social awareness and relationship management) is important but rarely recognized (compare his original contribution Emotional Intelligence). Here he argues the task of leaders is to create resonance in people - a reservoir of positivity that brings out their best. An emotionally intelligent leader will set the emotional level of their organization, nurture relationships, surface simmering issues and articulate a mission that inspires those they lead. Like a skilled golf player choosing different clubs for different plays, they will skillfully switch between visionary, coaching, affiliative, democratic (and sparingly pacesetting and commanding) leadership styles. To develop EI leaders need feedback and learning improvement plans, and organizations need processes like dynamic inquiry and EI leaders to guide them. He writes: "Resonant leaders know when to be collaborative and when to be visionary, when to listen and when to command. Such leaders have a knack for attuning to their own sense of what matters and articulating a mission that resonates with the values of those they lead. These leaders naturally nurture relationships, surface simmering issues and create the human synergies of a group in harmony. They build a fierce loyalty by caring about the careers of those who work for them, and inspire people to give their best for a mission that speaks to shared values." (p.248)
Originally reviewed for "The Emerging Church: Pioneering Leadership and Innovation Reading Guide", Zadok Paper (Forthcoming 2010).
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