"While most people recognize that a leader's mood plays a significant role in any organization, emotions are often seen as too personal or unqualified to talk about in a meaningful way."" However, research in the field of emotions has yielded keen insights that explain the powerful role of emotions in the workplace sets the best leaders apart from the rest. This idea is illustrated in the book "Primal leadership: realizing the power of emotional intelligence,"" written by Daniel Goleman, Richard Boyatzis, and Annie McKee, published by Harvard Business School Press 2002.
The book talked about the different types of leadership such as visionary, coaching, affiliative, democratic, pacesetting, and commanding. As could be seen, all of these styles related to the emotions such as: (1)visionary; built resonance by moving people toward shared dreams, (2)coaching; connected what a person wanted with the organization's goals, (3)affiliative; created harmony by connecting people to each other, (4)democratic; valued people's input and received commitment through participation, (5) pacesetting; met challenging and exciting goals, and finally, (6)commanding; soothed fears by giving clear direction in an emergency. After the authors have identified the styles of leadership, they came up with ways to make an average leader into an emotionally intelligent leader. Through their conversations with several leaders, they found out that the leaders often believed that they could not change. Even when they received good feedback about how their leadership styles affected the team or organization, they would not believe that they could alter the way they have done things for so many years. On the contrary, the authors believed that old leaders could learn new tricks. "Leaders are made, not born."" For example, Nick Mimken was a star at his insurance agency, but he failed to lead a team of twenty-five salespeople successfully.
