Becoming A Resonant Leader Pdf

[Floriana Grundy]

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Modern organizations are more volatile, uncertain, complex, and ambiguous than before. A leader has a crucial role in regulating an organization's emotional tone. Neuroscience has revealed more evidence of the primal impact of emotions in creating the optimal climate for more engagement and, ultimately, better, and more sustainable results.

All organizations contain both a rational system and an emotional system. The latter needs to be more noticeable and require a different way of seeing to identify the attitudes and behaviors, especially when the stakes are high, and people become reactive and ineffective in the face of triggers and threats.

Undoubtedly, the emotional system significantly impacts a leader's ability to achieve results. In their HBR article, the authors of Primal Leadership assert that leaders have always played a primordial emotional role, even when emotions are too personal, unquantifiable, or soft. Most people recognize that a leader's mood spreads among others.

The quality of a leader's presence is highly contagious and is the primary lever of influence. A positive presence is the aura of confidence, poise, attentiveness, calm, focus, and energy that radiates wherever one goes.

On the contrary, if a leader is too anxious and unaware of his emotional impact on others, they can push people toward anxiety and be thrown off stride. A resonant leader drives emotions positively, bringing out the best in everyone. For example, they're mindful of the mood and tone when delivering key messages.

In Primal Leadership, the authors share valuable information about the human brain and how the limbic system, our emotional center, is an open loop directly impacted by external sources, meaning that other people can change our physiology and emotions.

Since the leader's emotional style plays a critical role in their success, wouldn't it make sense to explore this primal emotional leadership dimension more attuned with one's inner life? Resilient leaders focus more on their functioning than on changing the behaviors and actions of others. They do so by growing their capacity for self-awareness, self-definition, and self-regulation.

An emotionally attuned leader can create environments where people trust each other and where information sharing, healthy risk-taking, and learning flourish. The lowest vibrational emotions are dissonant, such as anger, discouragement, blame, revenge, and discouragement. Some leaders believe that to be more productive, they need to terrify their employees, but that type of urgency does not produce lasting results but creates burnout and desperation.

According to the Resilient Leadership Model, leaders who achieve extraordinary results can manage their own emotional system while staying connected and setting the course. Coaching can help leaders create a safe space to explore their emotional repertoire and how to position their emotional leadership more intentionally.

In her keynote to the Institute of Coaching, Carol Kauffman reminds leaders of the impact of their power. Imagine an 800-pound gorilla walking into a crowded bar. He can sit wherever he wants, and his vast presence will be prominent. Decision power over someone's income and resources at work makes you the gorilla. The higher you're in the food change, the larger you are.

Kauffman points out studies in self-determination that demonstrate that people flourish when they have autonomy to make their own choices within their role scope, opportunities to relate with each other, and ways to develop their competence.

1. Respond instead of reacting to triggering situations and managing your anxiety.
2. Embody a grounded, less anxious presence that calms the system down.
3. Seek the greater good, inspiring members to work toward a shared vision.
4. Observe, listen, and ask questions to understand other's needs better.
5. Nurture an environment that encourages collaboration, innovation, and high performance.
6. Act as the emotional leader, igniting positive emotions that inspire action.
7. Neutralize reactive behaviors by choosing thoughtful responses.
8. Think big picture, considering both the rational and emotional systems at play.

Becoming a resonant leader involves becoming emotionally attuned to your team driving resonant emotions that mobilize them to achieve with confidence, trust, and enthusiasm, fostering a positive organizational culture where people feel acknowledged and appreciated.

To guide superintendents in how they can become resilient, nimble, resonant leaders AASA has produced a series of toolkits that review these attributes and offer tools and strategies for how to develop the capacities of a resilient, nimble, resonant leader. To support this work, AASA partnered with Hanover Research.

Leaders also raised the challenge of defining structures and allowing for emergence. Some participants were clear of their preference for clearly defined structures, and identifying the contributions that others were making to the task. From here the heroic leader emerged, calm under pressure, acting as a buffer for the team, and rolling up their sleeves to help achieve task focus in a time of crisis. Others revealed a dislike for hierarchy and the need for autonomy, a preference not to micro manage or be micro managed. Flexibility and the need to be flexible, to be open to emergence and adjust course when necessary also became part of this debate.

As you can see, participant views were diverse. Clearly context and personal preference play a key role in determining the way we lead our organisations. Above all, the need to understand our own preferences, how they interact and inform the way we work with others, and transitioning in our leadership roles was central to becoming great leaders.

So what do resonant leaders do differently? To help us explore this topic let us turn to Richard Boyatzis, a Professor of Organisational behaviour at Case Western Reserve University, and an expert on emotional intelligence, behavior change, competencies and leadership. Through comprehensive research with leaders across industries, Richard has identified that truly resonant leaders reinforce four aspects of behavior consistently with those with whom they work, these are:

The Collaborative of Marian K. Shaughnessy Nurse Leadership Academy - Case Western Reserve University, in partnership with the American Nurses Association (ANA), the American Organization for Nursing Leadership (AONL) and the Health Care Financial Management Association (HCFMA) are developing and connecting senior executive nurse leaders across systems and the globe.

As your ICN Chief Nurse, my strategic leadership action plan is to enhance my executive competencies, confidence and contributions by maximizing our nursing and health global influence and impact. Leadership is learned. Intentionally attending to my development helps me to become a better leader. My preparatory academic work focused on tools for personal and professional growth targeting becoming a resonant leader who optimizes cognitive, emotional, and social intelligence to strengthen relationships and sustain effectiveness.

Self-awareness is essential for effective leadership. We have all endured the COVID-19 effects. I was not fully attuned to myself, and slowly slipped into Sacrifice Syndrome from complex stress. I am a local to global leader, clinician, and role model who was not practicing what I preach - not dedicating time for self-care, mindfulness, and reflection. I am remedying this by paving out a balanced action plan after this wake-up opportunity.

The School Superintendents Association (AASA) aims to support leadership development through the establishment of a resonant, resilient, and nimble leadership framework. The demands of educational leadership in 2023 call for district leaders who are resonant, resilient, and nimble. To guide superintendents in how they can become resilient, nimble, resonant leaders, AASA aims to provide a series of toolkits that review these attributes and offer tools and strategies for how to develop the capacities of a resilient, nimble, resonant leader.

To support this work, AASA partnered with Hanover Research to develop a series of leadership toolkits. This toolkit focuses on the skills and traits of resilient leaders and is designed to support district leaders in building resilience.

For the last 15+ years, my colleagues and I have traveled all around the world, and asked everyone from high school students to executives sitting on corporate boards what differentiates outstanding leaders from those who simply occupy a leadership position.

We do this by asking them to think of a specific person they know personally whom they consider an outstanding leader. We then ask them to list the characteristics, descriptions, or phrases that capture what makes this specific leader outstanding.

Next, we ask them to consider a specific person whom they also know but consider a lousy, deficient leader. Again, we request they think of a specific person they have known and observed well. As before, we ask them to write down characteristics, descriptions, or phrases that capture what makes this person a lousy leader.

Resonant leadership is a relational approach to leadership. The relationships these leaders create with others allow them to maintain influence for long periods and drive long-term individual and organizational results.

It is not that these are not important to job performance. If a leader or manager does not know their craft, they will not last long in their positions of responsibility. However, these are not the criteria that differentiate outstanding from average leaders. One must meet a threshold of cognitive capability and technical expertise to be able to perform, but when it comes to leadership, a different set of criteria separates outstanding from average.

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