Thursday, September 28, 2006

The New Leaders by Daniel Goleman

The New Leaders by Daniel Goleman
Transforming the Art of Leadership into the Science of Results

This book is with deep research and numerous studies of psychology and neurology to show that great leadership is primarily and essentially a matter of emotional intelligence. Authors have composed an intelligent, lucid, easily accessible presentation. Book highlights - with practice, you can develop the critical leadership competencies of self-awareness, self-management and social/relationship skills.

This new leader excels in the art of relationship, the singular expertise which the changing business climate renders indispensable. Excellence is being defined in interpersonal terms as companies have stripped out layers of managers, as corporations merge across national boundaries.

The four abilities have been defined into 18 competences. The authors argue that these competences are not innate talents, but learned abilities. From the four EI abilities(self-awareness, self-management, social awareness, relationship management) and the 18 competences, people can identify their own abilities and competences. The authors have found that no leader has an across-the-board set but, rather, a critical mass of a selection of abilities or competences. with extensive research on global executives, he determines six different styles of leadership: visionary, coaching, affiliative, democratic, pacesetting, commanding. Styles 1–4 create resonance, but styles 5 and 6 should be used sparingly and with caution as they can easily create dissonance. It was also found that leaders with a positive emotional impact on the working environment saw better financial results.

The authors maintain that developing EI competences will allow leaders to be more in touch with
their organisation. They propose that building EI “cannot happen in a seminar or from a ‘how-to’
manual”, but rather by a process of sustainable learning. Repeated and sustained learning over a period of time develops deeply ingrained habits centred in the limbic area, the area most suited to the learning of EI competences.

A process of self-directed learning is prescribed, based on the five discoveries, which are:
• discovering the vision of yourself
• discovering your real self; from the difference between the vision and reality, a list is made of the strengths and gaps
• from these strengths and gaps, identifying an agenda to improve on strengths and close the gaps
• practicing the new competences required
• developing a trusting relationship with others who can provide feedback, through all the stages 1–4
This process can also be applied to groups, which, the authors maintain, will generate and develop a resonant group

The objective of the book is “not to provide another text on leadership” but rather to provide “hands-on support” to ensure things work as recommended. This book is essential reading to understand why there is a need for a new style of leadership development and learning

you can also refer to Goleman's articles in Harvard Business Review “What Makes A Leader?” and “Leadership That Gets Results”.

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