Here are 100 books that Working With Emotional Intelligence fans have personally recommended if you like
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As a professor and scientist, using my Intentional Change Theory (ICT), I have studied sustained desired change of individuals, teams, organizations, communities, and countries since 1967. I have authored more than 200 articles and 9 books on leadership, competencies, emotional intelligence, competency development, coaching, neuroscience, and management education (including the international best-seller, Primal Leadership with Daniel Goleman and Annie McKee and the recent Helping People Change with Melvin Smith and Ellen Van Oosten). I run several Coursera MOOCs, including Inspiring Leadership Through Emotional Intelligence which has over a million enrolled from 215 countries.
To me, an important book should: (1) help us to understand and see things differently; (2) be based on careful research and empirically based; and (3) stand the test of time.
Motivating others is the primary purpose if leaders. McClelland led research into the unconscious processes that motivate people. Using projective techniques and latent coding of myths, folklore, music, prayers, literature and such, he and his colleagues unlocked the deeper messages socialized into people. In this book, McClelland reveals a rich 50 year history of rigorous research from psychology, anthropology, sociology, and history. His theory of motivation is the most liberating and useful, as well as validated through voluminous research. He compiled and updated his many books, articles and those of colleagues in this, his last magnum opus. If you wish to learn about Needs for Achievement, Affiliation and Power and how they explain everything from effectiveness to relationships to…
Human Motivation, originally published in 1987, offers a broad overview of theory and research from the perspective of a distinguished psychologist whose creative empirical studies of human motives span forty years. David McClelland describes methods for measuring motives, the development of motives out of natural incentives and the relationship of motives to emotions, to values and to performance under a variety of conditions. He examines four major motive systems - achievement, power, affiliation and avoidance - reviewing and evaluating research on how these motive systems affect behaviour. Scientific understanding of motives and their interaction, he argues, contributes to understanding of…
As a professor and scientist, using my Intentional Change Theory (ICT), I have studied sustained desired change of individuals, teams, organizations, communities, and countries since 1967. I have authored more than 200 articles and 9 books on leadership, competencies, emotional intelligence, competency development, coaching, neuroscience, and management education (including the international best-seller, Primal Leadership with Daniel Goleman and Annie McKee and the recent Helping People Change with Melvin Smith and Ellen Van Oosten). I run several Coursera MOOCs, including Inspiring Leadership Through Emotional Intelligence which has over a million enrolled from 215 countries.
Of all of the competencies that repeatedly predict effective leadership and creating and maintaining of key relationships, is empathy. At the heart of any relationship and perhaps the only antidote to rampant narcissism in our society is empathy. As a prominent psychiatrist and scholar, Helen chronicles decades of research and explains the neural mechanisms that enable us to relate to others, build better relationships ad even inspire others. Her personal stories and those of patients and colleagues make the research come alive with compassion and meaning.
"We are all connected on a neurobiological level far more than we have previously realized. Consciously or not, we are in constant, natural resonance with one another's feelings. When we are engaged in shared mind awareness, the possibilities for mutual aid and collaborative problem solving abound." -Helen Riess, MD
A Revolutionary Guide for Understanding and Changing the Way We Connect
Empathy is undergoing a new evolution. In a global and interconnected culture, we can no longer afford to identify only with people who seem to be a part of our "tribe." As Dr. Helen Riess has learned, our capacity for…
As a professor and scientist, using my Intentional Change Theory (ICT), I have studied sustained desired change of individuals, teams, organizations, communities, and countries since 1967. I have authored more than 200 articles and 9 books on leadership, competencies, emotional intelligence, competency development, coaching, neuroscience, and management education (including the international best-seller, Primal Leadership with Daniel Goleman and Annie McKee and the recent Helping People Change with Melvin Smith and Ellen Van Oosten). I run several Coursera MOOCs, including Inspiring Leadership Through Emotional Intelligence which has over a million enrolled from 215 countries.
Like most countries of the world, the US is built on waves and steady immigration. As one of the few countries where upward mobility is possible, and economic prosperity abounds, we have been a magnet for immigrants wanting a better life for themselves and their children. Professor Morton extends the challenges of marginality, social class, as well as ethnic and racial and gender prejudice to the experience of modern day immigrants. Her stories and research reflect the experience any of us have had as immigrants or children of them. She also explains how the cultural and identity changes needed to go beyond surviving to thriving often involve letting go of previous parts of ourselves and identities.
The ethical and emotional tolls paid by disadvantaged college students seeking upward mobility and what educators can do to help these students flourish
Upward mobility through the path of higher education has been an article of faith for generations of working-class, low-income, and immigrant college students. While we know this path usually entails financial sacrifices and hard work, very little attention has been paid to the deep personal compromises such students have to make as they enter worlds vastly different from their own. Measuring the true cost of higher education for those from disadvantaged backgrounds, Moving Up without Losing Your…
These days I am a history professor and prize-winning author. But before I started my education at my local community college, I dropped out of high school to work odd jobs on farms and in factories, and spent two decades pondering the hows and whys of the gaping inequalities in our society. My books are part of that ongoing quest. They have won a number of awards, including the Bancroft Prize and the Frederick Jackson Turner Award.
Martin or Malcolm? Civil Rights or Black Power? Integration or Separation? In this book, equal parts wise and smart, Joseph shows the limits of such questions. With their different styles and ways, both Martin and Malcolm fought for the common cause of equality and full citizenship. This book gets to the heart of why this cause was the defining struggle for equality of the post-World War Two decades.
Martin Luther King Jr. and Malcolm X are the two most iconic figures of the Civil Rights movement. To most Americans, Malcolm and Martin represent contrasting political ideals -- self-defense vs. non-violence, anger vs. pacifism, separatism vs. integration, the sword vs. the shield. The Civil Rights movement itself has suffered the same fate: while non-violent direct action is remembered today as an unalloyed good and an unassailable part of our democracy, the movement's combative militancy has been either vilified or erased outright. In The Sword and the Shield, acclaimed historian Peniel Joseph offers a dual biography of Malcolm and Martin…
I’ve spent many years as a management consultant to a range of big, global corporations, smaller companies, and not-for-profits. I also headed up succession planning and management development at two major companies. I decided to go into this field based on a strong conviction, a conviction that continues today: that leadership counts. Strong leaders benefit people in their organizations and, ultimately, society itself. Having worked with many senior leaders and led organizations myself, I know the range of pressures executives face and how easy it is to fail. Companies need a supply of capable, well-equipped senior leaders, and those who aspire to top-level positions need guideposts about achieving their career aspirations.
As they move up, executives become more and more responsible for strategy and building the capacity of the organization. But one thing never changes: they are still responsible for making sure that strategic plans get implemented.
Their dilemma, given all the other responsibilities they take on, is how to manage execution without getting bogged down at too low a level of detail. Bossidy is a retired CEO and Charan is a well-respected consultant. They lay out a roadmap for ensuring implementation and simultaneously building organization capacity.
Larry Bossidy is one of the world's most acclaimed CEOs, with a track record for delivering results that has few peers. Ram Charan is a legendary advisor to senior executives and boards of directors, with unparalleled insight into why some companies are successful and others not. The result is the book people in business need today. One with a highly practical framework for closing the gap between results promised and results delivered. After a long, stellar career with GE, Larry Bossidy became CEO of Allied Signal and transformed it into one of the world's most admired companies. Accomplishments like 31…
I’ve spent many years as a management consultant to a range of big, global corporations, smaller companies, and not-for-profits. I also headed up succession planning and management development at two major companies. I decided to go into this field based on a strong conviction, a conviction that continues today: that leadership counts. Strong leaders benefit people in their organizations and, ultimately, society itself. Having worked with many senior leaders and led organizations myself, I know the range of pressures executives face and how easy it is to fail. Companies need a supply of capable, well-equipped senior leaders, and those who aspire to top-level positions need guideposts about achieving their career aspirations.
In the course of researching my book, I spoke to a number of people responsible for selecting senior leaders in their organizations and asked what they looked for. A strong majority mentioned executive or leadership presence—although few could define or describe it with any degree of specificity. But an “I’ll know it if I see it” approach doesn’t cut it for people who want to reach the executive level.
This book is a compilation of highly practical articles that, taken together, not only define leadership presence but suggest tangible steps to develop and project it.
Many leaders consider "executive presence" a make-or-break factor in high-powered promotions. But what is this elusive quality, and how do you develop it?
This book explains how to build the charisma, confidence, and decisiveness that top leaders project. Whether you're delivering a critical presentation or managing a hectic meeting, you'll be inspired to approach the situation with new strength.
This volume includes the work of:
Deborah Tannen
Amy J. C. Cuddy
Amy Jen Su
This collection of articles includes "Deconstructing Executive Presence," by John Beeson; "How New Managers Can Send the Right Leadership Signals," by…
I’ve spent many years as a management consultant to a range of big, global corporations, smaller companies, and not-for-profits. I also headed up succession planning and management development at two major companies. I decided to go into this field based on a strong conviction, a conviction that continues today: that leadership counts. Strong leaders benefit people in their organizations and, ultimately, society itself. Having worked with many senior leaders and led organizations myself, I know the range of pressures executives face and how easy it is to fail. Companies need a supply of capable, well-equipped senior leaders, and those who aspire to top-level positions need guideposts about achieving their career aspirations.
Bennis and Tichy are giants in the development of management thought and practice. Their book makes a fundamental point. You can have all the skills and experience in the world, but if you can’t display sound judgment on the big decisions, you ultimately won’t succeed.
What I find most useful about this book is the way they encourage the senior leader to start by framing an issue or decision and then using that framing to create the best decision-making process as well as bring in the right people to contribute.
“With good judgment, little else matters. Without it, nothing else matters.”
Whether we’re talking about United States presidents, CEOs, Major League coaches, or wartime generals, leaders are remembered for their best and worst judgment calls. In the face of ambiguity, uncertainty, and conflicting demands, the quality of a leader’s judgment determines the fate of the entire organization. That’s why judgment is the essence of leadership.
Yet despite its importance, judgment has always been a fairly murky concept. The leadership literature has been conspicuously quiet on what, exactly, defines it. Does judgment differ from common sense or gut instinct? Is it…
I’ve spent many years as a management consultant to a range of big, global corporations, smaller companies, and not-for-profits. I also headed up succession planning and management development at two major companies. I decided to go into this field based on a strong conviction, a conviction that continues today: that leadership counts. Strong leaders benefit people in their organizations and, ultimately, society itself. Having worked with many senior leaders and led organizations myself, I know the range of pressures executives face and how easy it is to fail. Companies need a supply of capable, well-equipped senior leaders, and those who aspire to top-level positions need guideposts about achieving their career aspirations.
One of the success factors I highlight in my book is leading innovation and change.
Simply maintaining or marginally improving the status quo isn’t enough in most organizations. Many aspiring executives find the requirement to lead innovation intimidating, since by definition it means finding solutions that are different from what they are most familiar with.
Murray illustrates that the vast majority of innovations are not “bolts out of the blue.” Rather, they are often the result of taking a new idea out of one context (for example, a different field or industry) and then building on it.
The implication for me is that the successful executive needs to adopt an external perspective, i.e., looking outside his or her own organization, and find ways to identify new ideas—even if the practical application is not immediately apparent.
Most of us think that outstanding success derives only from groundbreaking innovation. But we're wrong. In fact, many of the most successful business ideas of our time have come about when someone has borrowed and adapted an idea from somewhere else.
In Borrowing Brilliance, David Kord Murray explains exactly how you can do the same. He demonstrates conclusively that new business ideas are simply combinations of existing ideas, and then sets out to show how you can solve current problems and create new opportunities by learning where to look for ideas and answers. In the process, he takes you through…
I’ve experienced good organisations and less so in my working life. Likewise, I've experienced the good and less so of leadership. In leading teams and organisations during my career, I, too, have been an example of both, so I’m passionate about helping leaders grow their capability to ‘avoid the less so’ and lead well, with humanity and greater consciousness, to create workplaces where people flourish and organisations that contribute positively to the future of our world.
As a believer in the importance of Emotional Intelligence in leadership and life and a fan of Goleman’s work bringing it into the mainstream workplace, this book was a must-read for me. Often, leaders forget their impact on others. I love how this book reminds us of the shadow leaders cast and their responsibility for it.
One of the standouts for me is how we transmit and receive signals that affect our emotional state and that of others, courtesy of the wiring of the emotional centre of our brain. This is a timely reminder to take care.
The book’s blending of science, research, real-life examples, and case studies makes the strongest case for emotionally intelligent leadership, while the inclusion of practical exercises and reflection points provides a great workout.
This is the book that established "emotional intelligence" in the business lexicon and made it a necessary skill for leaders.
Managers and professionals across the globe have embraced Primal Leadership, affirming the importance of emotionally intelligent leadership. Its influence has also reached well beyond the business world: the book and its ideas are now used routinely in universities, business and medical schools, and professional training programs, and by a growing legion of professional coaches.
This refreshed edition, with a new preface by the authors, vividly illustrates the power and the necessity of leadership that is self-aware, empathic, motivating, and collaborative…
As a college professor, I taught MBA students about management and when I became an executive with a team of 50, I learned more about how to apply and understand theory in the workplace. I’ve always focused on the practical. Theory is great but needs to be practically applied in order to learn how to become more effective. I believe that we're all in control of our own destiny and that becoming a better manager is within our power. Developing the competencies we need can be done through training and on our own through focused, practical, and structured work. Self-directed learning can be applied to every aspect of work, whether you’re a manager or not.
Julie Zhuo has a Silicon Valley and technology background and writes about management in a very straightforward way that lets the reader both identify with the content and learn from it. The new manager is targeted in this book but the discussion and anecdotes are valuable for anyone. My experience is that managers, even those who have held the people manager role for many years, need to refresh their view and skills on a continuous basis. Organizations frequently don’t train managers as often or as deeply as is needed. Starting with a good foundation that talks about “people, purpose and process” as Zhuo discusses, is not only a good foundation, but a good refresher as well.
Congratulations, you're a manager! After you pop the champagne, accept the shiny new title, and step into this thrilling next chapter of your career, the truth descends like a fog: you don't really know what you're doing.
That's exactly how Julie Zhuo felt when she became a rookie manager at the age of 25. She stared at a long list of logistics--from hiring to firing, from meeting to messaging, from planning to pitching--and faced a thousand questions and uncertainties. How was she supposed to spin teamwork into value? How could she be a good steward of her reports' careers? What…
