Arabian Human Resource Management Society May 18, 2008 Resonant Leadership: Inspiring Us and Developing Others to Be Our Best Richard E. Boyatzis, PhD,

Arabian Human Resource Management SocietyArabian Human Resource Management SocietyMay 18, 2008May 18, 2008

Resonant Leadership: Inspiring Us and Developing Others to Be Our Best

Richard E. Boyatzis, PhD, Professor, Departments of Organizational Behavior, Psychology and Cognitive ScienceCase Western Reserve University, Cleveland, OHDepartment of Human Resources, [email protected]

Great Leaders Move Us

Through Resonance with Others

Through Our Emotions

1

Exercise

Think of a leader for whom or with whom you worked – one that brought out the best in you, one that you would gladly work with or for again

Think of a leader for whom or with whom you worked – one that you try to avoid, left you wishing for more, would help your organization more by working for a competitor

When You were Around Them, What Did They Say or Do?How Did They Make You and Others Feel?

________________© Richard E. Boyatzis and Annie McKee, 2005.

2

Leadership

Is a Relationship

Is a Resonant Relationship

Being in Tune with or on the Same Wavelength as the Others

3

They inspire through hope and vision.

They spread compassion.

They are mindful:

attuned to mind, body, heart and spirit.

They inspire others by creating and

maintaining resonance.

What we know about great leaders

© Richard E. Boyatzis and Annie McKee, 2005.

The Third Dimension: Mindfulness


Yes

No

Positive Negative

Resonant Leader Demagogue

Clueless Leader Dissonant Leader

Overall Emotional Tone

In Touch with

8

Resonant Leadership

Common Sense Not

Common Practice

9

Emotions Are Contagious

The brain has an ‘open loop’ system We are ‘wired’ to pick up subtle clues from one another

Resonance is Contagious … So Is Dissonance

11

The Sacrifice Syndrome

The Sacrifice ofbeing a leader

causes

StressHormones Activated:

Epinephrine andNorepinephrine

Blood pressure increases

Large musclesprepare to fightor run

Brain shuts downnon-essentialneural circuits

Less open, flexibleand creative

Stressarouses the

SympatheticNervousSystem

Hormones Activated:

Corticosteroids

Leads to reductionin healthyimmune system

Inhibits creation of new neurons

Over stimulates older neurons leading to shrinkage of neurons

Results Brain loses

capability to learn We feel anxious,

nervous,even depressed

Perceive thingspeople say or doas threateningand negative

More stressis aroused


13

Dissonance is the Default

Secret feelings that things are not ‘right’ and that weare unhappy

Denial: Life becomes mechanical, meaningless and detached from our dreams

Negative self-talk a sense that we must ‘settle’ We justify our behavior and blame others ‘Act out’ at home or at work


14

Renewal: Engaging the Parasympathetic Nervous System


Wanting to understand, care for another person,

and to initiate some action contributing to

their well-being

Neural circuit activated: limbic system to the left

pre-frontal cortex

Aroused Compassion

Release of Oxytocinand Vasopressin

Adrenal-pituitary axis activated; arousal of

the PSNS

Feeling hopeful, optimistic, at peace or

exciting but look forward to the future

Systolic anddiastolic blood

pressure decreased

Increased secretion of immunoglobulin A and

natural killer cells

16

The Cycle of Sacrifice and Renewal


ResonantRelationships

Threat

CrisisHope

Compassion

Mindfulness

Ineffective orNon-Sustainable

Leadership

EffectiveLeadership

Sustainable,Effective

Leadership

RenewalCycle

SacrificeSyndrome

15

Good Leadership Begins with Emotional Intelligence

Positive impact on others and action

SocialAwareness

Self-Awareness

RelationshipManagement

Self-Management

17

Financial Impact of Competencies Demonstrated by …

Senior Partners who averaged 19 years with the firm, and 10 years in management Self-Management Cluster: Achievement Orientation,

Initiative, etc. Self-Regulation Cluster: Self-control, Adaptability, etc. Relationship Management and Social Awareness Cluster:

Empathy, Networking, Developing Others, etc. Cognitive Abilities Cluster: Systems Thinking, Pattern

Recognition, etc.

________________© Richard E. Boyatzis, 2000.

Senior partners of a multi-national consulting firm[Boyatzis 2006]

18

Annualized Operating Profit for Senior Partners ABOVE vs. BELOW the Tipping Point

1,736,0001,527,000

1,776,0001,841,000

974,000

376,000

845,0001,017,000

0

420,000

840,000

1,260,000

1,680,000

2,100,000

Self-Management Self-Regulation RelationshipManagement

Cognitive

Above the Tipping Point Below the Tipping Point

19

How Do You Develop Great Leaders?

How Do You Develop Leadership Resonance?


20

Relationships Build Leadership

Who helped you?

Think back over your life and career

Who were the people who helped you develop the most?

What did they do and how did it make you feel?


21

The Ideal Self

The Real Self

MyLearning Agenda:

building on strengthswhile reducing

Gaps

Gaps:where my Ideal Self

and Real Self areDifferent

Strengths:where my Ideal Self

and Real Self areSimilar

Experimentingas a Leader

Practicing being a Leader

Trusting Relationshipsthat help, support, and encourage each stepin the process

Boyatzis’ Intentional Change Theory (1970, 1999, 2000, 2005) [the theory formerly known as Self-Directed Learning Model ]

© Richard E. Boyatzis, 2001.

The Ideal Self

The Real Self

Gaps:where my Ideal Self

and Real Self areDifferent

Strengths:where my Ideal Self

and Real Self areSimilar


Boyatzis’ Intentional Change Theory (1970, 1999,2000,2005)


Two Attractors

Two Attractors


PSNS Arousal Left Prefrontal Cortex Ideal Self Strengths Focus on Future Hope Possibilities Optimism Learning Agenda and Goals

Positive Emotional Attractor SNS arousal Right Prefrontal Real Self / Social Self Gaps / Weaknesses Focus on Past Fear Problems Pessimism Performance Improvement Plan

Negative Emotional Attractor

26

Results from 14 longitudinal studies at the Weatherhead School of

Management of 25-35 year old managers.

Comparable results with 4 longitudinalstudies of 45-55 year old executivesin an Executive Education program,

and 2 longitudinal studies of 38-42 year old high potential managers.

Results from 14 longitudinal studies at the Weatherhead School of

Management of 25-35 year old managers.

Comparable results with 4 longitudinalstudies of 45-55 year old executivesin an Executive Education program,

and 2 longitudinal studies of 38-42 year old high potential managers.


Emotional Intelligence Can Be Developed

01020304050607080

Self-Awarenessand Self-Management

SocialAwarenessandRelationship

Sustainable Percentage Improvement of EI


Scales, or Multiple Levels of Intentional Change Theory

Individual Dyad Team, Family, Coalition Organization Community Country, Culture Globe


27

Scales, or Multiple Levels of Intentional Change Theory

First Degree Interaction: Leadership Second Degree Interaction:

Reference / Social Identity Groups


Individual

Dyad

Team, Family,Coalition

Organization

Community

Country, Culture

Globe

Leadership

29


Through Compassion

30


Through Hope

And Mindfulness

32

The Ideal Self


Boyatzis’ Intentional Change Theory (1970, 1999,2000,2005)


The Motivation To Change: Finding their passion and dreams

Breaking from the Ought Self

The Ideal Self ...

The power of positive imaging and visioning Thinking in the Left Prefrontal Cortex But we often skip over formulating the Ideal Self image in

development or education and become anesthetized to our own ideal and dreams

We cannot inspire this passion in others without engagingit ourselves

Catching your dreams and engaging your passion


35

Parts of “Pedra Filosofal” by Antonio Gedeão

Eles não sabem que o sonho

é uma constante da vida …


é vinho, é espuma, é fermento,

bichinho álacre e sedento,

de focinho pontiagudo,

que fossa através de tudo

num perpétuo movimento


é tela, é cor, é pincel …

Eles não sabem, nem sonham

que o sonho comanda a vida

o mundo pula e avança

como bola colorida

entre as mãos de uma criança

36

Developing a Personal Vision

My Ideal Life and Work in 7–10 Years

What Will I be Doing?

Where Will I be?

Who Will I be with?

What Will My Work and Life be?

What Will I be?

38

Through Mindfulness, Hope and Compassion


48

The Leader’s Challenge


50

Manage the Cycle of Sacrifice and Renewal

throughMindfulness, Hope and Compassion

Are YOU a Resonant Leader?

Are you inspirational? Do you create a positive, hopeful emotional tone? Are you in touch with others? Do you know what is on

people’s hearts and minds? Do you experience and demonstrate compassion?

Are you mindful – authentic and in tune with yourself, others, and the environment?


53

Living Your Passion – Inspiring Others

We Do Not Want to Be Bored or Live Routine Lives – Nor Do Those Working With Us

It Is a Waste of Human Talent, Spirit, and Potential

Remember the Moment________________© Richard E. Boyatzis, 2000.

54

References

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Alvarez-Buylla, Arturo; Temple, Sally” “Stem Cells in the Developing and Adult Nervous System,” Journal of Neurobiology 36, (1998): 105–110

Argyris, Chris: Strategy, Change and Defensive Routines (Boston, MA: Pitman Publishing, 1985) Ballou, R., Bowers, D., Boyatzis, R. E., and, D. A. (1999). Fellowship in lifelong learning: An executive development program for

advanced professionals,” Journal of Management Education, 23(4), 338–354 Boyatzis, R. E. (1982). The competent manager: A model for effective performance. New York: John Wiley & Sons Boyatzis, R. E., (2001) How and why individuals are able to develop emotional intelligence. In C. Cherniss and D. Goleman (eds.). The

emotionally intelligent workplace. San Francisco: Jossey-Bass. 209–233 Boyatzis, R. E. (in press). Intentional Change Theory from a complexity perspective. Journal of Management Development Boyatzis, R. E. & Akrivou-Naperksy, K. (in press). “The Ideal Self as a Driver of Change”. Journal of Management Development Boyatzis, Richard; McKee, Annie (2005). Resonant Leadership: Renewing Yourself and Connecting with Others through Mindfulness,

Hope, and Compassion. Boston: Harvard Business School Press Boyatzis, Richard; McKee, Annie; Goleman, Daniel: “Reawakening Your Passion for Work”, Harvard Business Review. April 2002 Boyatzis, R. E., Howard, A., Rapisarda, B., & Taylor, S. N. (2004). Coaching can work, but doesn’t always. People

Management, March 11 Boyatzis, R. E., & Sala, F. (2004). Assessing emotional intelligence competencies. In Glenn Geher (ed.), The Measurement of

Emotional Intelligence, Hauppauge, NY: Nova Science Publishers Boyatzis, R. E., Stubbs, E. & Taylor, S. N. (2002). Learning cognitive and emotional intelligence competencies through graduate

management education. Academy of Management Learning & Education. 1(2). 150–162

55

References

Boyatzis, R. E., Cowen, S. S., and Kolb, D. A. (eds.) (1995). Innovating in professional education: Steps on a journey from teaching to learning. San Francisco: Jossey-Bass

Boyatzis, R. E., Goleman, D., and Rhee, K. (2000). Clustering Competence in Emotional intelligence: Insights form the Emotional Competence Inventory (ECI), In R. Bar-On and J.D.A. Parker (eds.). Handbook of Emotional Intelligence. San Francisco: Jossey-Bass. 343–362

Boyatzis, Richard; Smith, Melvin; Tresser, Nancy: (in press) “Sustaining Leadership Effectiveness through Coaching and Compassion: It’s Not What You Think.” Academy of Management Learning and Education

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the NY Academy of Sciences, 2003) Erikson, P. S., Perfilieva, E., Bjork-Eriksson, T., Alborn, A-M, Nordburg, C., Peterson, D. A., Gage, F. H. (1998). Neurogenesis in the

adult human hippocampus. Nature Medicine. (4)11, 1,313–1,317 Fontana, Alan, F.; Rosenberg, Roberta L.; Marcus, Jonathan, L.; Kerns, Robert D.: “Type A Behavior Pattern, Inhibited Power

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Goleman, D. (1995). Emotional intelligence. New York: Bantam Books Goleman, D. (1998). Working with Emotional Intelligence. New York: Bantam Books Goleman, Daniel. Destructive Emotions: A Scientific Dialogue with the Dalai Lama. New York: Bantam Doubleday, 2003 Goleman, Daniel; Boyatzis, Richard; McKee, Annie: “Primal Leadership: The Hidden Driver of Great Performance”, Harvard Business

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New Leader). Boston, Harvard Business School Press, 2002 Gottman, John; Levenson, Robert; Woodlin, Erica: “Facial Expressions During Marital Conflict,: in Journal of Family Communication

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Hope

An image of a better and feasible future Optimism The belief that you can make it happen

33

Compassion

Care and concern Empathy – True understanding of others’ experience A willingness to act on the care and the understanding in support

of others

31

Mindfulness

Awake, aware, attending and attuned

– to ourselves,

– to other people,

– and to the world around us

A state of being

49

The Emotional Intelligence model as described in Goleman, Boyatzis, and McKee’s 2002 book, Primal Leadership, and Boyatzis and Goleman’s

Emotional and Social Competency Inventory (ESCI)

The Emotional Intelligence model as described in Goleman, Boyatzis, and McKee’s 2002 book, Primal Leadership, and Boyatzis and Goleman’s

Emotional and Social Competency Inventory (ESCI)

Emotional Intelligence

The Self-awareness Cluster:

Emotional self-awareness: recognizing our emotions and their

effects

Emotional Intelligence

The Self-awareness Cluster:

Emotional self-awareness: recognizing our emotions and their

effects

© Boyatzis and Goleman, 2006.

The Self-management Cluster:

Emotional inhibiting emotions in service of group or

Self-control: organizational norms

Adaptability: flexibility in dealing with changing situations or obstacles

Positive Outlook: a positive view of life

Achievement orientation: striving to do better

The Self-management Cluster:

Emotional inhibiting emotions in service of group or

Self-control: organizational norms

Adaptability: flexibility in dealing with changing situations or obstacles

Positive Outlook: a positive view of life

Achievement orientation: striving to do better


Social Intelligence

Social Awareness Cluster:

Empathy: understanding others and taking active interest in their concern

Organizational awareness: perceives political relationships within

the organization

Social Intelligence

Social Awareness Cluster:

Empathy: understanding others and taking active interest in their concern

Organizational awareness: perceives political relationships within

the organization


Relationship Management Cluster:

Inspirational inspiring and guiding groups and Leadership: people Coach & Mentor: helping others improve performance

Conflict management: resolving disagreements

Influence: getting others to agree with you

Teamwork: creating a shared vision and synergy in team work, collaborating with others, building relationships and networks

Relationship Management Cluster:

Inspirational inspiring and guiding groups and Leadership: people Coach & Mentor: helping others improve performance

Conflict management: resolving disagreements

Influence: getting others to agree with you

Teamwork: creating a shared vision and synergy in team work, collaborating with others, building relationships and networks


Documents

Arabian Human Resource Management Society May 18, 2008 Resonant Leadership: Inspiring Us and Developing Others to Be Our Best Richard E. Boyatzis, PhD,