Primal Leadership: The Hidden Driver of Great Performance

Goleman, Daniel; Boyatzis, Richard E.

doi:10.1007/978-1-137-24203-7_6

Cited by 362 publications

(552 citation statements)

References 0 publications

Supporting

Mentioning

382

Contrasting

Unclassified

Order By: Relevance

“…So far, we focused on the role of the people in general and did not consider the particular role of managers and leaders. Goleman et al (2001) argue that in case of interpretation leaders might play a crucial role. A cultural element that fosters interpretation are, in particular, leaders that ask for input (Argyris/Schön 1978;Shrivastava 1983;Goleman et al 2001).…”

Section: Influence On Interpretingmentioning

confidence: 99%

See 1 more Smart Citation

Organizational Culture as the Glue between People and Organization: A Competence-based View on Learning and Competence Building

Freiling

Fichtner²

2010

German Journal of Human Resource Management

View full text Add to dashboard Cite

ArticleOrganizational culture as the glue between people and organization: A competence-based view on learning and competence building Is organizational culture a catalyst of competence development? This paper argues it is. The reason for this is that organizational culture fosters the process of learning and competence building and works as a glue between people and the organization they belong to. We employ a most recently developed approach belonging to market process theory, the so-called 'competence-based theory of the firm', to explain these causal relationships.

show abstract

Section: Influence On Interpretingmentioning

confidence: 99%

“…Goleman et al (2001) argue that in case of interpretation leaders might play a crucial role. A cultural element that fosters interpretation are, in particular, leaders that ask for input (Argyris/Schön 1978;Shrivastava 1983;Goleman et al 2001). This induces employees to share their ideas in the interpreting phase.…”

Section: Influence On Interpretingmentioning

confidence: 99%

Organizational Culture as the Glue between People and Organization: A Competence-based View on Learning and Competence Building

Freiling

Fichtner²

2010

German Journal of Human Resource Management

View full text Add to dashboard Cite

show abstract

“…They do not merely listen, but they give their full attention, attune to the other person's feelings, paraphrase and ask questions to understand better. Their attunement is not jeopardized by preoccupation; full listening maximizes physiological synchrony and emotional alignment, resulting in their presence being truly felt by the other person [67].…”

Section: Categories Of Leader Competencesmentioning

confidence: 99%

Industrial Leadership that Inspires Managerial Communication as an Emerging Pedagogical Focus in Engineering

Lappalainen

2017

Int. J. Eng. Ped.

View full text Add to dashboard Cite

Abstract-To explore the characteristics of effective industrial leadership, this work embarked on a quantitative effort to investigate requirements posed on leaders. Contrary to previous competence-based studies, the present work examined leader qualities more broadly through substantive knowledge, personality traits, socio-emotive skills, cultural awareness, and ethics and values. A particular aim was to conceptualize and operationalize effective leader behavior in industries to identify relevant and targeted foci for engineering pedagogy. Statistical analysis and factor analysis of the data from 503 respondents on 81 leader traits or skills shows that leadership that elicits positive organizational outcomes is founded on such leader personality dimensions as reliability, and such socio-emotive skills as self-leadership, emotional stability, inspiration and assertive communication.

show abstract

“…Positive emotions were found to foster a positive evaluation of a new opportunity and negative emotions to foster a negative evaluation of a new opportunity (Grichnik, Smeja, & Welpe 2010). Emotionally intelligent leaders are able to motivate, challenge, inspire and connect with their employees; whereas traditional mangers were found to promote a more methodical, detached working environment stirred by their micro-managing style of leadership (Goleman, Boyatzis & McKee, 2001). If placing organizational success is a priority, organizations would be best served by hiring individuals who possess emotional intelligence, particularly those in leadership positions, as emotionally intelligent persons are equipped to work in fields with people (Goleman 1995).…”

Section: Emotional Intelligencementioning

confidence: 99%

NCAA Athletic Department Employee Perceptions of Workplace Related Burnout, Commitment, and Emotional Intelligence

Schneider

Hite

2017

Physical Culture and Sport. Studies and Research

View full text Add to dashboard Cite

The objective of this study was to determine employees' perceptions across National Collegiate Athletic Association (NCAA) Divisions I, II, and III athletic departments of the following general categories and their respective subcategories: (a) emotional intelligence consisting of appraisal of emotions, optimism, utilization of emotions, social skills, and emotional exhaustion; (b) commitment consisting of affective commitment, continuance commitment, and normative commitment; and (c) burnout outcomes consisting of exhaustion, and cynicism. The literature offers broad perspectives related to burnout, commitment, and emotional intelligence along with the respective subcategories (Cropanzano, Rupp, & Byrne 2003;Grichnik, Smeja, & Welpe 2010;Opengart 2005;Patzelt, & Shepherd 2011;Youssef, & Luthans 2007). An intercollegiate sport centered questionnaire was developed by the researchers, the content of which was grounded in seminal research studies related to emotional intelligence, commitment, and burnout outcomes. Feedback from five experts who held no less than 15 years of working experience in an NCAA athletic department helped support content validity. The questionnaire consisted of a demographic section followed by a 7 point Likert scale ranging from strongly agree to strongly disagree, that included 49 total statements. Electronic mail was used to send the questionnaire to a random sample of 333 athletic department employees whose e-mail addresses were obtained from the publicly accessible National Association of Collegiate Directors of Athletics' (NACDA) National Directory of College Athletics. Of the 333 surveys mailed, 82 were returned for a 24.6% response rate. Descriptive statistics was applied to the data to arrive at findings related to athletic department employees' responses to the subcategories of the general categories related to burnout, commitment, and emotional intelligence. Athletic department employees were found to generally agree. Overall, responses by the athletic department employees indicated perceptions related to each of three categories of emotional exhaustion, commitment and burnout outcomes that are favorable to the well-being of the athletic department. The purpose of this study was to determine National Collegiate Athletic Association (NCAA) Division I, II, and III athletic department employees' perceptions of the following general categories in NCAA athletic departments: a) emotional intelligence, b) commitment, and c) burnout outcomes.The following respective subcategories were the foundation of the Likert-scale questionnaire: a) appraisal of emotions, optimism, utilization of emotions, social skills, and emotional exhaustion; b) affective commitment, continuance commitment, and normative commitment; and c) exhaustion, and cynicism. Literature ReviewSport organizations will be better positioned to achieve their organizational goals and objectives if management gains an understanding of how workplace related burnout, commitment, and emotional intelligence can affect the org...

show abstract

Primal Leadership: The Hidden Driver of Great Performance

Cited by 362 publications

References 0 publications

Organizational Culture as the Glue between People and Organization: A Competence-based View on Learning and Competence Building

Organizational Culture as the Glue between People and Organization: A Competence-based View on Learning and Competence Building

Industrial Leadership that Inspires Managerial Communication as an Emerging Pedagogical Focus in Engineering

NCAA Athletic Department Employee Perceptions of Workplace Related Burnout, Commitment, and Emotional Intelligence

Contact Info

Product

Resources

About