Resonant leadership entails a strong bond with the employees—empowering them, making them feel valued, and thereby bringing out the best in them.
When my co-authors Dan Goleman, Annie McKee, and I coined the expression ‘resonant leadership’, in our 2002 book, Primal Leadership, we touched a nerve. In subsequent months, we each received hundreds of emails with literally more than a thousand people telling us after speeches that they want to know more about resonant leadership. It felt right to them but they could not articulate why. People know that alignment did not work to inspire people—they complied but that was all.
We were inspired by the concept from music and physics of being in tune with others. At the time, some recent neuroscience findings documented limbic resonance among human mothers and infants. We defined resonant leadership quite simply as ‘the leader being in tune with others around him or her. They feel in sync with each other’. We proposed that the quality of the relationship became the context for how people decide to use their talent, how engaged they might be, and therefore affects their performance effectiveness, innovation, and organisational citizenship.
An exercise
For all but the most analytic of you, this may sound fine but is not convincing. Let me allow you to convince yourself. Think of the name of a leader you have worked with or who brought out the best in you. Write their name on the top of the left-hand column on a sheet of paper (or on your computer). This should be someone who was exciting to work with so much so that if they started a project in the community, you would volunteer to work on it just to work with this person again. If they were head of another division of your organisation, you would seek a transfer to be able to work with them.
On the top of the right-hand column, write the name of a leader with whom you worked that you try to avoid, someone who you thought was a lump.
ãã®èšäºã¯ Indian Management ã® September 2018 çã«æ²èŒãããŠããŸãã
7 æ¥éã® Magzter GOLD ç¡æãã©ã€ã¢ã«ãéå§ããŠãäœåãã®å³éžããããã¬ãã¢ã ã¹ããŒãªãŒã9,000 以äžã®éèªãæ°èã«ã¢ã¯ã»ã¹ããŠãã ããã
ãã§ã«è³Œèªè ã§ã ?  ãµã€ã³ã€ã³
ãã®èšäºã¯ Indian Management ã® September 2018 çã«æ²èŒãããŠããŸãã
7 æ¥éã® Magzter GOLD ç¡æãã©ã€ã¢ã«ãéå§ããŠãäœåãã®å³éžããããã¬ãã¢ã ã¹ããŒãªãŒã9,000 以äžã®éèªãæ°èã«ã¢ã¯ã»ã¹ããŠãã ããã
ãã§ã«è³Œèªè ã§ã? ãµã€ã³ã€ã³
Trust is a must
Trust a belief in the abilities, integrity, values, and character of any organisation is one of the most important management principles.
Listen To Your Customers
A good customer experience management strategy will not just help retain existing customers but also attract new ones.
The hand that feeds
Providing free meals to employees is an effective way to increase engagement and boost productivity.
Survival secrets
Thrive at the workplace with these simple adaptations.
Plan backwards
Pioneer in the venture capital and private equity fields and co-founder of four transformational private equity firms, Bryan C Cressey opines that we have been taught backwards in many important ways, people can work an entire career without seeing these roadblocks to their achievements, and if you recognise and bust these five myths, you will become far more successful.
For a sweet deal
Negotiation is a discovery process for both sides; better interactions will lead all parties to what they want.
Humanise. Optimise. Digitise
Engaging employees in critical to the survival of an organisation, since the future of business is (still) people.
Beyond the call of duty
A servant leadership model can serve the purpose best when dealing with a distributed workforce.
Workplace courage
Leaders need to build courage in order to enhance their self-reliance and contribution to the team.
Focused on reality
Are you a sales manager or a true sales leader? The difference, David Mattson, CEO, Sandler® and author, Scaling Sales Success: 16 Key Principles For Sales Leaders, maintains, comes down to whether you can see beyond five classic myths that we often tell ourselves about selling.