Resonant Leadership: Inspiring
Others Through Emotional
Intelligence and Renewal
Richard E. Boyatzis, PhD,
Distinguished University Professor
Professor in the Departments of Organizational Behavior, Psychology
and Cognitive Science
Case Western Reserve University, Cleveland, OH
Department of People and Organizations, ESADE
[email protected]
Eastern Academy of Management
Philadelphia, May 7, 2015
Great Leaders Move Us
Through Resonance with Others
Through Our Emotions
1
Exercise
u  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
u  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
What we know about great leaders
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.
© Richard E. Boyatzis and Annie McKee, 2005.
Resonant versus Dissonant Leadership
Boyatzis, R.E., Koenig, K., Lowe, M., Mathew, B., Passarelli, A.P., Stoller, J.,
& Phillips, M. (2012). “Examination of the neural Substrates Aroused in
experiences with Resonant & Dissonant Leaders”, Leadership Quarterly,
23:2, 259-272.
u 
Based on research done at the Cleveland Clinic and Case Western
Reserve University
u 
RESULTS
u 
Mirror systems activated in RL (deactivated in DL)
u 
Social/DMN activated in RL (both activated and deactivated in DL)
u 
Approach (RL) vs. avoidance (DL)
u 
Positive (RL) vs. Negative affect (DL)
12
© Cesaro, R.L., Boyatzis, R.E., Khawaja, M., Passareli, A., Barry, K., Jack, A., 2010.
Beyond Dual Process to Opposing Domains (from
Boyatzis, R.E., Rochford, K. & Jack, A. (2014). Antagonistic Neural Networks Underlying Differentiated
Leadership Roles. Carl Senior (ed.). Frontiers in Human Neuroscience. 8, article 114, pp. 1-15)
Resonant Leadership
Common Sense
Not
Common Practice
9
Emotions Are Contagious
u  The
brain has an ‘open loop’ system
u  We
are ‘wired’ to pick up subtle clues from one another
Resonance is Contagious … So Is Dissonance
11
The Sacrifice Syndrome
The Sacrifice of
being a leader
causes
Stress
Stress
arouses the
Blood pressure
increases
u  Large muscles
prepare to fight
or run
u  Brain shuts down
non-essential
neural circuits
u  Less open, flexible
and creative
u 
Hormones
Activated:
Epinephrine
and
Norepinephrine
Sympathetic
Nervous
System
Results
Brain loses
capability to learn
u 
We feel anxious,
nervous,
even depressed
u 
u 
Leads to reduction
in healthy
immune system
u  Inhibits creation of
new neurons
u  Over stimulates
older neurons
leading to
shrinkage of
neurons
u 
Hormones
Activated:
Corticosteroids
© Richard E. Boyatzis and Annie McKee, 2005.
13
Perceive things
people say or do
as threatening
and negative
u 
More stress
is aroused
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
Feeling hopeful,
optimistic, at peace or
exciting but look
forward to the future
Systolic and
diastolic blood
pressure decreased
________________
© Richard E. Boyatzis and Annie McKee, 2005.
16
Release of Oxytocin
and Vasopressin
Adrenal-pituitary axis
activated; arousal of
the PNS
Increased secretion of
immunoglobulin A and
natural killer cells
The Cycle of Sacrifice and Renewal
Resonant
Relationships
Effective
Leadership
Renewal
Cycle
Sacrifice
Syndrome
Mindfulness
Hope
Compassion
Laughter, joy,
playfulness
Sustainable,
Effective
Leadership
Threat
________________
© Richard E. Boyatzis and Annie McKee, 2009.
15
Crisis
Ineffective or
Non-Sustainable
Leadership
Good Leadership Begins with Emotional and
Social Intelligence Competencies
Social
Awareness
SelfAwareness
Relationship
Management
SelfManagement
17
Positive impact on
others and action
Financial Impact of Competencies Demonstrated
by …
Senior partners of a multi-national consulting firm
[Boyatzis 2006]
Senior Partners who averaged 19 years with the firm, and 10
years in management
u  Self-Management
Cluster: Achievement Orientation,
Initiative, etc.
u  Self-Regulation
Cluster: Self-control, Adaptability, etc.
u  Relationship
Management and Social Awareness Cluster:
Empathy, Networking, Developing Others, etc.
u  Cognitive
Abilities Cluster: Systems Thinking, Pattern
Recognition, etc.
________________
© Richard E. Boyatzis, 2000.
18
Annualized Operating Profit for Senior Partners
ABOVE vs. BELOW the Tipping Point
2,100,000
1,841,000
1,736,000
1,776,000
1,527,000
1,680,000
1,260,000
1,017,000
974,000
845,000
840,000
376,000
420,000
0
Self-Management
Self-Regulation
Above the Tipping Point
19
Relationship
Cognitive
Management
Below the Tipping Point
How Do You Develop Great Leaders?
How Do You Develop Leadership Resonance?
________________
© Richard E. Boyatzis and Annie McKee, 2005.
20
Relationships Build Leadership
u  Who
helped you?
u  Think
u  Who
back over your life and career
were the people who helped you develop the most?
u  What
did they do and how did it make you feel?
________________
© Richard E. Boyatzis, 2001.
21
Boyatzis’ Intentional Change Theory
(1970, 1999, 2000, 2008)
The Ideal Self
The Real Self
Practicing being
a Leader
Experimenting
as a Leader
Trusting Relationships
that help, support, and
encourage each step
in the process
My
Learning Agenda:
building on strengths
while reducing
Gaps
Strengths:
where my Ideal Self
and Real Self are
Similar
Gaps:
where my Ideal Self
and Real Self are
Different
© Richard E. Boyatzis, 2001.
Boyatzis’ Intentional Change Theory (1970, 1999,2000,2008)
The Ideal Self
Trusting Relationships
that help, support, and
encourage each step
in the process
Two Attractors
The Real Self
Strengths:
where my Ideal Self
and Real Self are
Similar
Gaps:
where my Ideal Self
and Real Self are
Different
© Richard E. Boyatzis, 2003.
Two Attractors
Positive Emotional Attractor
Negative Emotional Attractor
Neuro-endocrine
PNS Arousal
SNS arousal
Affect
Positive
Negative
Ideal Self
Possibilities, dreams
optimism, hope
Problems, expectations,
Real Self
Strengths
Weaknesses
Learning
Excited about
Should do, performance
improvement plan
Agenda
Experiment/
Practice
Relationships
trying
Novelty, experiments,
practice to mastery
Resonant
________________
© Richard E. Boyatzis, 2011.
26
pessimism, fear
Actions expected, things you
are supposed to do
Dissonant or annoying
Emotional Intelligence Can Be Developed
Results from 32 longitudinal studies
at the Weatherhead School of
Management of 25-35 year old managers.
Comparable results with 4 longitudinal
studies of 45-55 year old executives
in an Executive Education program,
and 2 longitudinal studies of 38-42 year old
high potential managers.
© Richard E. Boyatzis, 2001.
Sustainable Percentage Improvement of EI/SI
rs
7
Y
ea
Social
Intelligence
Competencies
5-
5
Y
ea
rs
Emotional
Intelligence
Competencies
3-
1-
2
Y
ea
rs
80
70
60
50
40
30
20
10
0
© Richard E. Boyatzis, 2000.
Coaching with Compassion to the PEA
vs Coaching for Compliance to the NEA
Jack, A., Boyatzis, R.E., Khawaja, M., Passarelli, A.,M.
& Leckie, R. (2013). Visioning in the brain: an fMRI
Study of inspirational coaching and Mentoring. Social
Neuroscience. 8(4). 369-384.
u  Based
on research done at the Brain, Mind, &
Consciousness Lab, Case Western Reserve University,
Professor Anthony Jack, Director and Principal
Investigator on this study
u  http://tonyjack.org/
12
Neural correlates of inspirational mentoring
1Dept.
R. L. CESARO1, R. E. BOYATZIS2, M. KHAWAJA2, A. PASSARELLI2, K. P. BARRY1, K. BEGANY1, A. I. JACK1;
of Cognitive Sci., Brain, Mind, and Consciousness Lab., Cleveland, OH; 2Weatherhead School of Management, Case Western Reserve University, Cleveland, OH
Positive Emotional Attractor
Negative Emotional Attractor
ACC
OFC/NACC
ACC
MPFC
OFC/NACC
Conflict in the ACC
Self-consciousness in the MPFC
We found evidence of greater activity in the anterior cingulate
cortex in the NEA as compared with the PEA condition. This
region has been associated with cognitive conflict and both
physical and social pain perception. It may reflect the greater
conflict and emotional discomfort associated with the NEA
condition.
We found evidence of greater activity in the medial prefrontal
cortex (MPFC) in the NEA as compared with the PEA
condition. This region has been associated with theory of mind
and with social cognition broadly construed including explicit
thoughts about the self and how we are socially perceived by
others. Activity in this area may reflect greater social selfconsciousness evoked by the NEA as opposed to the PEA
condition.
© Cesaro, R.L., Boyatzis, R.E., Khawaja, M., Passareli, A., Barry, K., Jack, A., 2010.
PEA-‐NEA replicated (50 rather than 20 par6cipants) Multiple Levels of Intentional Change Theory
Individual
Dyad
Resonant Leader/s
Team, Family,
Coalition
Organization
Social Identity Group/s
Community
Country, Culture
Globe
________________
© Richard E. Boyatzis, 2008.
29
u 
First Degree Interaction:
Leadership
u 
Second Degree Interaction:
Reference / Social Identity Groups
Boyatzis’ Intentional Change Theory (1970, 1999,2000,2005)
The Ideal Self
Trusting Relationships
that help, support, and
encourage each step
in the process
The Motivation To Change:
Finding their passion and dreams
Breaking from the Ought Self
© Richard E. Boyatzis, 2001.
The Ideal Self ...
Catching your dreams and engaging your passion
u  The
power of positive imaging and visioning
u  Thinking
in the Left Prefrontal Cortex
u  But
we often skip over formulating the Ideal Self image in
development or education and become anesthetized to our
own ideal and dreams
u  We
cannot inspire this passion in others without engaging
it ourselves
________________
© 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
The Impact of Shared Vision
Successful mergers and acquisitions (Clayton, 2009)
Family business financial success over time (Neff, 2011)
Family business development of next generation leaders
(Miller, 2014)
Daughter succession in family businesses (Overbeke, 2009)
Higher engagement of knowledge works in teams (Mahon,
2010)
Effectiveness of physician leaders (Quinn, 2013)
Effectiveness of IT managers (Pittenger, 2012)
Coaches improving leader performance (Van Oosten, 2013)
Increased treatment adherence of Type II Diabetics
(Khawaja, 2010)
FREE MOOC: Inspiring Leadership Through Emotional Intelligence
430,000 enrollees from 215 countries
h9ps://class.coursera.org/lead-‐ei-‐007/class How Do You Develop Leadership
Resonance?
Through Mindfulness, Hope and
Compassion
48
The Leader’s Challenge
Manage the Cycle of Sacrifice and
Renewal
through
Mindfulness, Hope and Compassion
________________
© Richard E. Boyatzis and Annie McKee, 2005.
50
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