Goleman (emotional intelligence in organizations, Rutgers U.) Richard Joyatzis (organizational behavior, Case Western Reserve U.) and Annie McKee (education, U. of Pennsylvania) explain how successful leaders use a reservoir of positivity to stimulate good feeling in those they lead. Annotation c. Book News, Inc., Portland, OR (booknews.com) Distributed by Syndetic Solutions, Inc.

"The fundamental task of leaders... is to prime good feeling in those they lead. That occurs when a leader creates resonance a reservoir of positivity that unleashes the best in people. At its root, then, the primal job of leadership is emotional." So argue Goleman (Emotional Intelligence) and EI (emotional intelligence) experts Boyatzis and McKee. They use the word "primal" not only in its original sense, but also to stress that making employees feel good (i.e., inspired and empowered) is the job a leader should do first. To prove that the need to lead and to respond to leadership is innate, the authors cite numerous biological studies of how people learn and react to situations (e.g., an executive's use of innate self-awareness helps her to be open to criticism). And to demonstrate the importance of emotion to leadership, they note countless examples of different types of leaders in similar situations, and point out that the ones who get their employees emotionally engaged accomplish far more. Perhaps most intriguing is the brief appendix, where the authors compare the importance of IQ and EI in determining a leader's effectiveness. Their conclusion that EI is more important isn't surprising, but their reasoning is. Since one has to be fairly smart to be a senior manager, IQ among top managers doesn't vary widely. However, EI does. Thus, the authors argue, those managers with higher EI will be more successful. (Mar. 11) Forecast: Goleman already has a legion of fans from his early books on EI. His publisher is banking on his fame; the house has planned a $250,000 campaign and a 100,000 first printing. Copyright 2001 Cahners Business Information. From: Reed Elsevier Inc. Copyright Reed Business Information

Preface	p. ix
Acknowledgments	p. xv
Part 1 The Power of Emotional Intelligence
1 Primal Leadership	p. 3
2 Resonant Leadership	p. 19
3 The Neuroanatomy of Leadership	p. 33
4 The Leadership Repertoire	p. 53
5 The Dissonant Styles: Apply with Caution	p. 71
Part 2 Making Leaders
6 Becoming a Resonant Leader: The Five Discoveries	p. 91
7 The Motivation to Change	p. 113
8 Metamorphosis: Sustaining Leadership Change	p. 139
Part 3 Building Emotionally Intelligent Organizations
9 The Emotional Reality of Teams	p. 171
10 Reality and the Ideal Vision: Giving Life to the Organization's Future	p. 191

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