“What makes a leader” by Daniel Goleman

Is the project manager a leader? Does he/she need leadership skills? What kind of leadership skills?

Emotional intelligence (EI) is a concept that slowly but surely gets into the pragmatic business world, management quarters and project management. EI is defined by the author as the ability to read and understand emotions in ourselves and in others and to handle those feelings effectively.
It is a valuable book to me also for development management involving international teams spread over many countries.
The book explains why IQ is important to get a management job and why to keep it EI takes over.
I experienced the book the way a novice gets to know the taste of different coffees. Each chapter came with different strengths and flavours for many of a leader’s moments of the day. Simple language explains the affective and social neurosciences behind the EI.
Take away 1: Leaders needs many styles for the very best climate and business performance
The author explains the six styles of leadership he calls authoritative, coaching, affiliative, democratic, pacesetting, coercive, each with benefits and drawbacks and advice on when to use them either singularly or in combination for best results.
Take away 2: The four competences of EI: a leader needs self-awarness, self-management, social awareness and relationship management to create resonant leadership i.e. match reaction to situation at hand.
Take away 3: Ready to make changes? The author offers a simple and effective five-part process for self-descovery amd reinvention, all based on brain science.
Take away 4: Tools for reflection to regain inspiration. There is quite a choice from reflecting on your past, defining your principles for life, expanding your horizon, envisioning the future to reconnect with your dreams, creating reflective structures to be with your own thoughts to working with a coach.
Take away 5: Followers mirror their leaders. Literally.
Take away 6: the Emotional and Social Competency Inventory, a behavioural assessment tool.
Take away 7: the key habit of good leaders is practicing genuine listening.
Take away 8: awareness of different types of focus that makes a person a leader. Inner focus in the 24/7 world, bottom-up relaxed and open attention for creativity and innovation, top-down focus on what is immediately at hand. Outer, Inner and Other focus concepts will get your attention.
Take away 9: to get attention and focus regularly practice meditation or mindfulness, a meditation method stripped of a religious belief system.
Take away 10: our times demand leaders that are not just smart but wise in targeting the greater good of our world beyond the boundaries of one group or organisation.
This book has one shortcoming: it is simply too short. Looking forward to reading more by Daniel Goleman.

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