Learning to Lead with Emotional Intelligence Order Instructions: As Dr. Claudia Fernandez and Dr. David Steffen explained in this week’s video program, leadership models offer a helpful blueprint for your growth as a leader, but there is no one model that is right for everyone.
Instead, you must find the model that resonates best with you.
Review this list of 13 books on leadership models, and find out more about each one by reading summaries or reviews online or by browsing in a bookstore.
•Leadership Models Book List
As you do this search, reflect on which style of leadership resonates with you the most and why. Select the book that resonates with you and interests you the most, and read sections of it to get a better sense of its theories and approaches. You will be asked to read this book and write a book report on it for your Week 8 Application Assignment.
Week 3: Leadership Models Book List
The books in this list include some of the most influential models of leadership in recent years.
For your Week 3 Application, you will read summaries and/or reviews of each of the books to get a sense of their approaches, and then select the book that most closely resonates with your outlook. For your Week 8 Application, you will read and evaluate and the book you selected. See Week 3 and Week 8 Application areas for further instructions on these assignments.
Learning to Lead with Emotional Intelligence Readings
Burns, J., & MacGregor, J. (2004). Transforming leadership: A new pursuit of happiness. New York: Grove Press.
Chrislip D. D., & Larson, C. E. (1994). Collaborative leadership: How citizens and civic leaders can make a difference (1st ed.). San Francisco: Jossey-Bass Inc.
Collins, J. (2005). Good to great and the social sectors: A monograph to accompany good to great (1st ed.). New York: Harper Collins. (Note: If you select this monograph, which is only 42 pages, you must also read the author’s earlier book, which describes many of the principles referred to in the monograph: Collins, J. (2001). Good to great: Why some companies make the leap…and others don’t (1st ed.). New York: Harper Collins.)
Cross, R. (2004). The hidden power of social networks: Understanding how work really gets done in organizations. Boston: Harvard Business School Publishing Corporation.
Gardner, J. W. (1993). On leadership. New York: The Free Press.
Goldsmith, S., & Eggers, W. (2004). Governing by the network: The new shape of the public sector. Washington, DC: The Brookings Institution.
Goleman, D., Boyatzis, R. E., & McKee, A. (2004). Primal leadership: Learning to lead with emotional intelligence. Boston: Harvard Business School Publishing.
Greenleaf, R. (2002). Servant leadership: A journey into the nature of legitimate power and greatness (25th-anniversary ed.). Mahwah, NJ: Paulist Press.
Gunderson, G. (2004). Boundary leaders: Leadership skills for people of faith. Minneapolis, MN: Augsburg Fortress.
Heifetz, R. (1998). Leadership without easy answers (1st ed.). Boston: Harvard University Press.
Kouzes, J., & Posner, B. (2007). The leadership challenge (4th ed.). San Francisco: Jossey-Bass.
Linsky, M., & Heifetz, R. A. (2002). Leadership on the line: Staying alive through the dangers of leading (1st ed.). Boston: Harvard Business School.
Rowitz, L. (2008). Public health leadership: Putting principles into practice (2nd ed.). Mississanga, Ontario, Canada: Jones & Bartlett.
For this week’s Application, however, answer the following questions based on what you know about the book so far as well as on your Learning Resources this week about the effectiveness of leadership styles:
Answer the following Questions:
1. Identify the book you have chosen and why you chose it.
2. In what ways do the author’s theories or approaches seem to resonate with your perspective of leadership?
3. Select one of the public health leaders mentioned in this week’s video program or readings, and identify a leadership style that you think describes him or her, explaining why you think so. (This need not be the same leadership style as in the book you have selected.)
4. In what ways would this individual’s leadership style be effective or ineffective in public health? Provide support for your views.
5. What criteria would you use to assess the effectiveness of that style in that situation? Describe the criteria.
I HAVE SELECTED THIS BOOK
1. Goleman, D., Boyatzis, R. E., & McKee, A. (2004). Primal leadership: Learning to lead with emotional intelligence. Boston: Harvard Business School Publishing.
Please apply the Application Assignment Rubric when writing the Paper.
I. The paper should demonstrate an excellent understanding of all of the concepts and key points presented in the texts.
II. Paper provides significant detail including multiple relevant examples, evidence from the readings and other sources, and discerning ideas.
III. The paper should be well organized, uses scholarly tone, follows APA style, uses original writing and proper paraphrasing, contains very few or no writing and/or spelling errors, and is fully consistent with the doctoral level writing style.
IV. The paper should be mostly consistent with the doctoral level writing style.
This Application Assignment should be 2–3 pages
Learning to Lead with Emotional Intelligence Sample Answer
This paper discusses Goleman, Boyatzis, and McKee (2004) book titled Primal leadership: Learning to lead with emotional intelligence. This book has been chosen since it has relevant information regarding the importance of emotional intelligence which I value. The choice of this book is informed by the fact that the information contained therein is not fully ventilated by management authors. One thing that stands out is that the leader’s mood and feelings affect the moods, attitudes, and behavior of the subordinates. This in turn affects the productivity of these subordinates and that of the entire organisation. The book is aware of all the intricacies of dealing with the emotional wellbeing of people in power. Top management is rarely corrected. This means that the negative and toxic moods that a top manager may bring into the workplace may decrease productivity or improve it depending on other attendant factors.
An example is given of Bill Gates, the leader of Microsoft, as one that has a mood problem. However, his mood and emotional wellbeing do not seem to affect the performance of the organisation. Goleman, Boyatzis, and McKee (2004)argue that Microsoft recruits from a pool of the most talented and competent individuals meaning that they do not rely on the boss for every single decision. In fact, the company is in the business of adding value to its products which requires autonomous working environments in order to spur creativity and innovativeness. This means that the mood of a manager is an important factor where the organisation is dependent on him or her for key decisions or on the daily running of events. Unfortunately, most organisations in the world today require the constant attention of the manager and his/her emotional wellbeing is therefore an important factor.
Learning to Lead with Emotional Intelligence References
Goleman, D., Boyatzis, R. E., & McKee, A. (2004). Primal leadership: Learning to lead with emotional intelligence. Boston: Harvard Business School Publishing.
