Am I a resonant leader?

Am I a resonant leader?  I believe I am.  However, I made that claim with long held assumptions about leadership.  The Army taught me that leadership was providing ‘purpose, direction, and motivation’.  However, ‘purpose, direction, and motivation’ could be attained through either transactional or transformational leadership (akin to dissonant and resonant leadership, respectively).  I believe that have led in a transformational way so I assumed that I was a resonant leader. 

            However, with self-reflection, and looking upon my leadership over the years, I realize that my environment drove my leadership style.  Rather than controlling the environment, it controlled me.  For instance, when the job demands were high and results were expected immediately, I led in a dissonant way.  For instance, in my early Army career, I succumbed often to ‘power stress’ – the stress associated with those in positions of power over others (Boyatzis & McKee, 2005).  I worked hard, very hard, to prove that I was deserving of a leadership position.  Consequently, I adopted the mindset of “work hard & play harder”, and thus engaging in destructive behavior (i.e. excessive drinking, partying, etc.) that I believed was the “reward” for my sacrifices.  Unfortunately, my destructive behavior also became my follower’s destructive behavior. 

            Years later, I no longer had the self-destructive behavior and was actually very focused and disciplined.  Yet, under demanding workplace conditions, I still acted in a dissonant manner.  This time around, I was so narrowly focused on job standards and results that I failed to properly interact with my followers.  There is an Army adage that says, ‘The more you sweat in training, the less you bleed in war’ – I took that axiom and made my followers “sweat”.  I pushed them hard and had little tolerance for failure or excuses.  I became socially and emotionally distant from my followers.  I was not necessarily concerned about their personal lives.  We were preparing for war – I believed that I was not here to be their friend but to be the leader that brought them back home alive.  Only later in my career (as a senior leader) did I realize that I was wrong.  I failed in showing compassion to my followers for their personal needs.  Kokemuller (2011) write that this type of dissonant leadership causes “emotional frustration, stress, burnout and disengagement” (para. 4) among followers.

            Yet despite my previous dissonant ways, I had gradually transformed (and am continuing to evolve) into a more resonant leader.  I believe that good leaders lead by example.  A good personal example inspires and builds trust with others.  This goes beyond displaying job knowledge and skills.  My example includes having strong values – values such as loyalty, duty, respect, selfless-service, honor, integrity, and personal courage.  Moreover, resonant leaders are said to have mindfulness, hope, and compassion (Teleos Leadership Institute , 2016).  I am mindful -- a mental state that I have learned to develop through critical thinking, yoga, and martial art – and control my emotions better.  I also have hope – I aspire to achieve more in both my personal and professional life e.g. quality relationships with my family, Jiu-jitsu (martial arts) mastery, and pursuing an MBA.  Moreover, I actively influence my family (e.g. spouse and kids), friends, and followers to do the same.  Lastly, I have compassion – I actively help others in both their good and bad times.  People often have the will to do something but are discouraged by what limits them.  I find purpose in helping other achieve their goals.

            Through this course’s teachings, I understand that emotions do matter (McKee, Boyatzis, & Johnston, 2008).  Moreover, I also understand that a resonant leader has greater awareness of him or herself and others.  Knowing this, I will be able to better manage others and myself in stressful and complex environments. 

References

Boyatzis, R., & McKee, A. (2005). Resonant leadership. Boston, MA: Harvard Business School Publishing.

Kokemuller, N. (2011). Retrieved from smallbusiness.chron.com: http://smallbusiness.chron.com/resonant-vs-dissonant-leadership-styles-65011.html

McKee, A., Boyatzis, R., & Johnston, F. (2008). Becoming a resonant leader. Boston, MA: Harvard Business School Publishing.

Teleos Leadership Institute . (2016). Retrieved from www.teleosleaders.com: http://www.teleosleaders.com/howwedoit/resonant.php