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Transcript of Arabian Human Resource Management Society May 18, 2008 Resonant Leadership: Inspiring Us and...
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
________________© Richard E. Boyatzis and Annie McKee, 2005.
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
________________© Richard E. Boyatzis and Annie McKee, 2005.
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
________________© Richard E. Boyatzis and Annie McKee, 2005.
14
Renewal: Engaging the Parasympathetic Nervous System
________________© Richard E. Boyatzis and Annie McKee, 2005.
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
________________© Richard E. Boyatzis and Annie McKee, 2005.
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?
________________© Richard E. Boyatzis and Annie McKee, 2005.
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?
________________© Richard E. Boyatzis, 2001.
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
Trusting Relationshipsthat help, support, and encourage each stepin the process
Boyatzis’ Intentional Change Theory (1970, 1999,2000,2005)
© Richard E. Boyatzis, 2003.
Two Attractors
Two Attractors
________________© Richard E. Boyatzis, 2003.
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.
© Richard E. Boyatzis, 2001.
Emotional Intelligence Can Be Developed
01020304050607080
Self-Awarenessand Self-Management
SocialAwarenessandRelationship
Sustainable Percentage Improvement of EI
© Richard E. Boyatzis, 2000.
Scales, or Multiple Levels of Intentional Change Theory
Individual Dyad Team, Family, Coalition Organization Community Country, Culture Globe
________________© Richard E. Boyatzis, 2003.
27
Scales, or Multiple Levels of Intentional Change Theory
First Degree Interaction: Leadership Second Degree Interaction:
Reference / Social Identity Groups
________________© Richard E. Boyatzis, 2003.
Individual
Dyad
Team, Family,Coalition
Organization
Community
Country, Culture
Globe
Leadership
29
How Do You Develop Leadership Resonance?
Through Compassion
30
How Do You Develop Leadership Resonance?
Through Hope
And Mindfulness
32
The Ideal Self
Trusting Relationshipsthat help, support, and encourage each stepin the process
Boyatzis’ Intentional Change Theory (1970, 1999,2000,2005)
© Richard E. Boyatzis, 2001.
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
________________© Richard E. Boyatzis, 2000.
35
Parts of “Pedra Filosofal” by Antonio Gedeão
Eles não sabem que o sonho
é uma constante da vida …
Eles não sabem que o sonho
é vinho, é espuma, é fermento,
bichinho álacre e sedento,
de focinho pontiagudo,
que fossa através de tudo
num perpétuo movimento
Eles não sabem que o sonho
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
How Do You Develop Leadership Resonance?
48
The Leader’s Challenge
________________© Richard E. Boyatzis and Annie McKee, 2005.
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?
________________© Richard E. Boyatzis and Annie McKee, 2005.
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
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58
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
© Boyatzis and Goleman, 2006.
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
© Boyatzis and Goleman, 2006.
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
© Boyatzis and Goleman, 2006.