“Resonance is a powerful collective energy that reverberates among people and supports higher productivity, creativity, a sense of unity, a sense of purpose and better results” (Boyatzis & McKee, 2005). For the purpose of this blog, I will walk through a series of questions to explore whether or not, I am acting as a resonant leader.
Am I inspirational? How do I inspire people?
I believe that I can be inspirational if I am the type of the leader that another person can understand and identify with. I think that due to my age, I can be seen as inspirational due to the experience with my organization that I have had this early in my career. I have been able to provide advice and guidance to other individuals that want to take similar paths as me.
In addition, I find myself having conversations with individuals in my organization in regard to their behavior and performance. I try to approach these conversations with care for the individual while trying to positively influence their behavior.
Do I create an overall positive emotional tone that is characterized by hope? How?
I believe I do, for the most part, approach leadership with optimism and positivity. I try to ensure that conversations are forward thinking and solution oriented. I want to make sure that looking toward the future with a prosperous mindset. In addition, I try to promote and set an example of an abundance mindset. “Research has shown that removing perceived barriers can have a profound effect on performance” (Fifarek, 2014).
There are a couple tangible things that I do every day to try to promote a mindset of hope. One of those is simply having an open door policy. This allows people on all level of my organization feel as though we can have open conversations. In addition, I try to spend the majority of my day talking to people that report to me about how they are doing or what we can do to improve the operation. The third, an arguably the most impact part of my job as a manger is my ability to follow up on suggestions, changes and have open honest dialogue with the people that are impacted by changes and decisions that are being made at higher levels in the organization.
Am I in tough with others? Do I really know what is in others’ hearts and on their minds? How do I show this?
I find it very important to my success as a leader, and for my own pride in my job as a Leader, that I get to know the people that I lead on a personal level. I try to find time to casually spend with them during the operation. This allows me to have open conversations and ask opinion questions. They often do not get the floor in regard to their opinion on changes or perspective.
The tangible things that I do to show that I care is verbally assuring people that I do care and also spending that time in the operation checking up on people regularly.
Do I regularly experience and demonstrate compassion? How?
I demonstrate compassion by intentionally listening to people’s concerns and making decisions that are people-oriented. I try to use my ability to operate in the gray area by ensuring that our people are first. Or another way that I find this to be impactful is understanding my own authority so I can use it to the benefit of the people that report to me. For instance, an employee needed to fly to a medical appointment last week but couldn’t travel and call out. Therefore, I approved an emergency vacation day in order to make sure he was putting his health first. I think this was a tangible act of compassion and using my authority to do what was best for him.
Am I authentic and in tune with myself, others and the environment? How can people see this in me?
I believe that people can see my authenticity through my actions, the way that I carry myself and the way that I communicate. I am open, honest and confident in myself. This leads to me being perceived as authentic. I believe this makes me terrible at office politics but trustworthy. For me, it is more important that the people that I lead trust me.
Boyatzis, R. E., & McKee, A. (2005). Resonant leadership: Renewing yourself and connecting with others through mindfulness, hope, and compassion. Boston: Harvard Business School Press.
Fifarek, A. (2014, Thriving in the new normal: Strategies for managing the scarcity mindset. Library Leadership & Management (Online), 29, 1-11. Retrieved from http://ezproxy.libproxy.db.erau.edu/login?url=https://www-proquest-com.ezproxy.libproxy.db.erau.edu/magazines/thriving-new-normal-strategies-managing-scarcity/docview/1625396200/se-2?accountid=27203
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