Annie McKee
Founder & Managing Director, Teleos Leadership Institute  Faculty, University of Pennsylvania Author, Resonant Leadership & Primal Leadership
In Print
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 Management: A Focus on Leaders
(Released August 10, 2010)
The World Has Changed.
The pace and scope of change in the world and in organizations over the past 10 years have been unprecedented. Staying ahead of the curve so that we can prepare our students for work, management, and leadership has been challenging–even daunting. Today, these challenges have been magnified a hundredfold as the very fabric of our economic system has come under great strain. In fact, the fabric has begun to tear, even to unravel. Many believe that this near-catastrophic situation is a direct result of the failure of leadership, at all levels and in many sectors.
McKee believes that this may be a once-in-a-lifetime wake-up call, and an opportunity for educators everywhere to take charge and take responsibility for preparing the leaders of the future. The students of today will be cleaning up the messes of the past, while sailing in uncharted waters as they work, manage, and lead in the next generation of organizations that will emerge from today’s crisis.
This book and its supplements directly address the challenges and opportunities in our changing world, and are designed to prepare the leaders of tomorrow.
Accompanied by mymanagementlab—a powerful online tool that combines Adaptive Assessment, Robust Reporting, and Personalized Study to help both students and instructors succeed.
(Source: Pearson Higher Education)
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 Becoming a Resonant Leader
What distinguishes great leaders? Exceptional leaders capture passion. They lead for real: from the heart, smart and focused on the future, and with a commitment to being their very best. As Annie McKee and Richard Boyatzis have shown in their bestselling books Primal Leadership and Resonant Leadership, they create resonance with others. Through resonance, leaders become attuned to the needs and dreams of people they lead. They create conditions where people can excel. They sustain their effectiveness through renewal. McKee, Boyatzis, and Frances Johnston share vivid, real-life stories illuminating how people can develop emotional intelligence, build resonance, and renew themselves. Reflecting 20 years of longitudinal research and practical wisdom with executives and leaders around the world, this new book is organized around a core of experience-tested exercises. These tools help you articulate your strengths and values, craft a plan for intentional change, and create resonance with others. Practical and inspiring, Becoming a Resonant Leader is your hands-on guide to developing emotional intelligence, renewing and sustaining yourself and your relationships, and taking your leadership to a whole new level. This book is ideal for anyone seeking personal and professional development and for consultants, coaches, teachers, and faculty to use with their clients or students.
(Source: Harvard Business School Press)
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 Resonant Leadership: Renewing Yourself and Connecting with Others Through Mindfulness, Hope and Compassion
Great leaders are resonant leaders. Leading people is hard work -- especially in times of change and turmoil. Rather than constantly sacrificing themselves to workplace demands, leaders can manage the vicious cycle of stress, sacrifice, and dissonance, and renew themselves physically, mentally, and emotionally. In Resonant Leadership, Annie McKee and co-author Richard Boyatzis offer inspiration and tools to spark and sustain resonance in ourselves and in those we lead.
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 Primal Leadership: Learning to Lead with Emotional Intelligence
Annie McKee teams with Daniel Goleman and Richard Boyatzis to explore the role of emotional intelligence in leadership in the March 2002 release, Primal Leadership: Realizing the Power of Emotional Intelligence. Unveiling neuroscientific links between organizational success or failure and primal leadership, the authors argue that a leaders emotions are contagious. If a leader resonates energy and enthusiasm, an organization thrives; if a leader spreads negativity and dissonance, it flounders. This breakthrough concept charges leaders with driving emotions in the right direction to have a positive impact on hope, earnings and strategy.
(From: inside flap, Harvard Business School Press, 2002)
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 Breakthrough Leadership: It's Personal
In the days since the attacks on Washington and New York, we have witnessed the power of compassionate, decisive leadership. But are we any closer to understanding this essential skill? The December issue of the Harvard Business Review--the first special issue in the magazine's 79-year history--looks at business leadership from all angles and reaches a comprehensive conclusion: Great leadership is an intensely personal process that places extraordinary demands on the time, energy, and intellectual capacities of those who would lead. It also calls on every ounce of their emotional strength, as Daniel Goleman, Richard Boyatzis, and Annie McKee argue in December's lead article, "Primal Leadership: The Hidden Driver of Great Performance." Amplifying on this point from their own perspectives are Jack Welch, Disney CEO Michael Eisner, Merck CEO Raymond Gilmartin, and a galaxy of business's brightest lights. This issue of HBR will change the conversation about leadership and serve as a valuable executive resource for years to come.
(Harvard Business Review, December 2001)
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 Reawakening Your Passion for Work
All of us struggle from time to time with the question of personal meaning: "Am I living the way I want to live?" This type of questioning is healthy; business leaders need to go through it every few years to replenish their energy, creativity, and commitment--and their passion for work. In this article, the authors describe the signals that it's time to reevaluate your choices and illuminate strategies for responding to those signals. Such wake-up calls come in various forms. Some people feel trapped or bored and may realize that they have adjusted to the frustrations of their work to such an extent that they barely recognize themselves. For others, the signal comes when they are faced with an ethical challenge or suddenly discover their true calling. Once you have realized that it's time to take stock of your life, there are strategies to help you consider where you are, where you're headed, and where you want to be. Many people find that calling a time-out--either in the form of an intense, soul-searching exercise or a break from corporate life--is the best way to reconnect with their dreams. People no longer expect their leaders to have all the answers, but they do expect them to try to keep their own passion alive and to support employees through that process.
(Harvard Business Review, April 2002)
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 Primal Leadership: The Hidden Driver of Great Performance
You've heard about the importance of emotional intelligence in the workplace--that there's an incontrovertible link between executives' emotional maturity, exemplified by such capabilities as self-awareness and empathy, and their financial performance. Now, new research extends that base. Drawing on two years of research, the authors contend that the leader's mood and his or her attendant behaviors have enormous effects on bottom-line performance. Accordingly, top executives' primal task is emotional leadership. In other words, before leaders can turn to setting strategy, fixing budgets, or hiring staff, they must first attend to the impact of their moods and behaviors. To help them do that, the authors introduce a five-step process of self-reflection and planning. Executives should ask themselves: Who do I want to be? Who am I now? How do I get from here to there? How do I make change stick? And who can help me? Working through this process will help leaders determine how their emotional leadership is driving the moods and actions of their organizations and how to adjust their behavior accordingly.
(Harvard Business Review, December 2001)
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