Resonant Leadership
Annie McKee, Ph.D. Founder, Teleos Leadership Institute
Adjunct Professor,
Graduate School of Education
University of Pennsylvania
2
These days . . .
Work stress at all time high:
Do more with less
Results and accountability
The effects of a persistent recession on our families and schools
Technology impacting the ways we (and kids) communicate and
treat each other
Natural and man-made disasters
Unseen threats:
To ourselves
To our families
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Leaders Like You…
Live with constant demands from all directions
Parents, Students, State and Federal agencies, School Board,
Your Community
Have new demands that require new ways of leading and
getting results
Work in many complex groups, teams, and organizations yet
feel isolated
Can feel like:
Give a lot and receive little in return
Often don’t have time to lead
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Great leaders inspire us to find meaning in our lives today
and hope in the promise of
tomorrow.
©McKee, Boyatzis, Johnston. Becoming a Resonant Leader
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Can leadership be learned?
Yes. But only if you want to, and when you start with your dreams.
©McKee, Boyatzis, Johnston. Becoming a Resonant Leader
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Resonant leadership is common sense,
not common practice.
Why? ©McKee, Boyatzis, Johnston. Becoming a Resonant Leader
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We operate on false assumptions about what it means to be a great leader.
©McKee, Boyatzis, Johnston. Becoming a Resonant Leader
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Myths and the Truth
Being smart is good enough
Your mood doesn’t matter
Great leaders are tough
enough to take constant
pressure.
EI makes the difference
Emotions are contagious
No one can sustain constant
sacrifice. You need renewal,
too!
©McKee, Boyatzis, Johnston. Becoming a Resonant Leader
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Intellectual Capability (IQ) Threshold Competencies
Only one cognitive ability − pattern recognition −
differentiated outstanding leaders
Emotional Intelligence (EI)
The Differentiating Factor
85-90% of the difference between outstanding and average leaders is linked to Emotional Intelligence
Myth 1: Smart is Good Enough
©Goleman. Primal Leadership.
Social Awareness
Relationship Management
Self-Management
Self-Awareness
Empathy
Organizational Awareness
Inspirational Leadership
Teamwork
Coach and Mentor
Influence
Conflict Management
Positive Outlook
Achievement Orientation
Adaptability
Emotional Self-Control
Emotional Self-Awareness
©McKee, Boyatzis, Johnston. Becoming a Resonant Leader
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Emotional Intelligence IS Important
Research found significant positive relationships between Emotional Intelligence and performance:
―At the individual level
―At the team level
―At the organizational level
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Executive Level Performance and EI
• The most successful male and female leaders demonstrated
similar emotional and social intelligence (ESCI) competencies
• At the executive level, there was no significant difference
between the most successful men and women in their
demonstration of ESCI competencies
• However, men who demonstrated ESCI competencies were
perceived as more successful than their female counterparts
who demonstrated similar ESCI competencies
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EI and Team Performance
• A military study examined the relationship between
leadership ESCI competencies and team performance in 81
teams.
• The study found a significant, positive relationship between
team leader ESCI competencies and the overall EI of the
teams they lead.
• A significant, positive relationship was also found between
team EI and overall team performance, using both subjective
and objective measures.
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EI and Organizational Performance
• A recent study of 229 businesses showed that positive
emotional climate was the most significant factor associated
with company performance over an 18-month period.
• Positive emotional climate also had a significant, positive
relationship with strategic growth and revenue over the same
period.
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Implications of ESCI Research
• Organizations should incorporate a wide range of ESCI
competencies in their recruitment and development practices.
• Development of emotionally-competent managers and
leaders through 360-degree feedback and executive coaching
can increase both individual and team performance.
• Leaders may enhance the performance and revenue of their
organizations by fostering a positive emotional climate and
creating emotionally-intelligent group norms.
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Leadership Matters
20 %- 30 % of variability in performance is a result of leadership and climate
70% of all change initiatives do not succeed due to people issues—inability to lead, ineffective teams, etc.
Organizations with superior leadership capability outperform annual earnings goals by 20%
30% of the time, poor leadership is cited by people as a reason for leaving
©Goleman. Primal Leadership.
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Myth 2: Emotions Don’t Matter
• Emotions affect culture and climate
• Culture and climate account for nearly 30% of
business performance
©McKee, Boyatzis, Johnston. Becoming a Resonant Leader
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Resonance is contagious… and so is dissonance.
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Emotional Attractors
• Hope
• Joy
• Compassion
• Excitement and Challenge
• Calm
• Safety
• Growth and learning
• Love
• Respect
• Fear
• Anger
• Resentment and jealousy
• Stress and anxiety
• Impatience
• Mistrust
• Forced Compliance
• Hate
• Disdain
©McKee, Boyatzis, Johnston. Becoming a Resonant Leader
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“He Makes My Blood Boil”
Studies show that when people are working
with dissonant leaders, blood pressure rises,
other physical and psychological effects are
evident and people ‘shut down’.
Stress = impaired cognitive functioning
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Dissonant Leaders are Dangerous
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The minute you become a victim you cease to be a
leader.
©McKee, Boyatzis, Johnston. Becoming a Resonant Leader
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The Smart Way to Fight Back
Defend yourself.
Find joy in small wins.
Choose kindness.
Look out for others.
©McKee, Boyatzis, Johnston. Becoming a Resonant Leader
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Resonance or Dissonance: Your Choice
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Resonant Leadership Audit
How I Create Resonance: Critical Incident Review and
Planning
©McKee, Boyatzis, Johnston. Becoming a Resonant Leader
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Emotion, and emotional intelligence,
are central to effective leadership.
The Research is Conclusive
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What if YOU Are the Problem?
HOW DID THIS HAPPEN?
©McKee, Boyatzis, Johnston. Becoming a Resonant Leader
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Even the Best of Us…
…slip into dissonance. Despite our good
intentions and talent, we become toxic,
spreading dissent and resentment among
our people. We make excuses, blame
others, point to “Them” or “The Culture”
as the cause…
WHY?
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Myth 3: We are Superheroes
©McKee, Boyatzis, Johnston. Becoming a Resonant Leader
Good Leadership
Physical & Emotional
Toll
Power Stress
Se
lf-c
on
tro
l
Cri
sis
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Resonant Leadership Audit
The Sacrifice Syndrome
©McKee, Boyatzis, Johnston. Becoming a Resonant Leader
Mindfulness
Hope
Compassion
Renewal
Sustainable,
Effective
Leadership
Resonant
Relationships
Threats
Crises
Ineffective or
Non-Sustainable
Leadership
Effective
Leadership
Sacrifice
Syndrome
Cycle of Sacrifice and Renewal
©Boyatzis, McKee. Resonant Leadership.
Mindfulness
Hope
Compassion
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Resonant Leadership Audit
Renewal in Everyday Life
©McKee, Boyatzis, Johnston. Becoming a Resonant Leader
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What Can I Do?
Tap into hope
Manage the cycle of sacrifice and renewal
Develop my emotional intelligence
Become more resonant
Change how I am working with my team
BE THE CHANGE
YOU WANT TO SEE
Gandhi
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References McKee, Annie (2011). Management: A Focus on Leaders. London: Pearson Prentice Hall. McKee, Annie, Boyatzis, Richard, Johnston, Frances (2008). Becoming a Resonant Leader: Develop your
emotional intelligence, renew your relationships, sustain your effectiveness. Boston: HBR Press. Boyatzis, Richard and McKee, Annie (2005). Resonant Leadership: Renewing yourself and connecting
with others through mindfulness, hope and compassion. Boston: HBR Press. Goleman, Daniel, Boyatzis, Richard, and McKee, Annie (2002). Primal Leadership: Realizing the power of
emotional intelligence. Boston: HBR Press.
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