Management Perspectives

A meeting was called, and the masked staff gathered in the conference room. As one helming the organisation, she drove home her message loud and clear, and vociferated her instructions in cold, clipped tones, exhorting strict adherence and meticulous compliance. The establishment had been disoriented for a while, thanks to the pandemic bombshell, and a general slacking up was perceptible. Summons for the meeting had yanked everyone out of their inertia.

And once the slumber was shaken off, they were galvanised into action in double quick time. The environment was surcharged with positivity and abuzz with activity. There was something unusual about her, quite often verbalised as charisma, and an extraordinary capability to create synergy. It looked as though she was anointed by some superpower and stamped with the power to command. Like the Pied Piper of Hamlin, she led, and the swarm followed. She called the tune, and they chorused in unison. She had indeed made her foray into the scene with a bang.

Independence Day was round the corner. Covid clouds were hovering, and celebrations had to be low key, due to social distancing and lockdowns, not to speak of restrictions and taboos. She exhorted people to observe the National Day in a befitting way and they did! The show was on, with jubilation being far from muted.

Annual Day came in tow, and again the Covid shadow loomed. She said we must take such exigencies in our stride. Nothing could deter her. All preparations were afoot—sprucing up of the premises, with a facelift to the gardens, and the internal architecture. The staff rallied behind her. She was able to garner the support of one and all. As the Annual Day ticked in, many activities were rolled out based on the suggestions that had come from the team itself, with each and every one of them being inaugurated literally, though virtually, at the hands of the higher authorities. Their exalted presence, virtual as it was, enhanced the profile of the event. Staff garnered accolades for the multiplicity of activities flagged off. Praise and recognition began coming in droves.

Every special day, every fiesta sparked off celebratory mood and, with a streak of surprise and innovation, it was even more fun.

She would persuade the team to think creatively. And lo and behold, a creative idea that would enkindle in any mind, would find fruition in a span of twenty-four hours. How could this come about? Why did it happen at all?

It was her proven ability to act, to keep going, in the teeth of circumstances beset with uncertainties and imponderables in the given times, that she could spur her team in a powerful, passionate, and in a much targeted way and inspire them to work in resonance with her. What does this mean? Certainly, it was one kind of a leadership, one that resonated loud and clear. Yes, it was precisely and resoundingly, resonant leadership!

Resonance literally means the reinforcement or prolongation of sound by synchronous vibration. Resonant leadership is an idea coined by Daniel Goleman. Resonant leaders work on emotional intelligence to direct their feelings to help a group meet its goals.

Such leaders, when they are in harmony with others, think, feel, and head towards their goals in the same way along with their team. They are emotionally in tune with the people around them. They hone themselves on attributes and skills such as self-awareness (realising their own emotions, knowing their strengths, and limitations), self-management (being able to control their emotions, flexibility, and adaptability), social awareness (empathy, organisational interest, and responsibility), and relationship management. Such leaders are able to create strong and powerful relationships with people, resulting in a positive organisational climate. By addressing the emotions of others, they ignite hope and instil confidence in them, besides empowering them to put their best foot forward and synergise with the rest of the team. They blend social, financial, and intellectual capital in an effective way.

It is generally very difficult to build and sustain resonant relationships in the present demanding and stressful times. Resonant leaders are known to make sacrifices, and this is the truth underlying such leadership. It is the leader’s ability to empathise with others while simultaneously keeping a focus on the organisational goals. The leader behaves according to the information he/she gathers by looking at issues from different perspectives. By addressing the emotions of others, they are encouraged to do their best and co-operate with others, and in the process win people’s hearts and confidence, eventually leading to building such powerful relationships.

Boyatzis and McKee share three concepts that are needed to ensure and sustain resonance. They are mindfulness, hope and compassion. Mindfulness is about developing a complete and conscious awareness of oneself, others, the environment, and work. It is clarity of perception of oneself and of the world around. It is about awakening yourself and being aware. Hope enables employees to believe that goals are achievable, and a leader can motivate and inspire others to achieve these goals. He/ she gives hope to people for a better and achievable future and develops the optimism in the team.

Compassion is not only understanding the emotions of others, but analysing, deciding, and responding. A striking characteristic of the resonant leaders is that they serve others who face difficulties, with empathy and compassion whenever they find opportunities. At the individual level, compassion comprises a threepart process which includes noticing, feeling, and responding. Compassion exists only if all these three steps are in tandem.

When the leader is all three in one - mindful, hopeful, and compassionate, he/she is said to be resonant. A significance factor here is the leader’s co-ordinated behaviour. This does have a contagion effect. It enhances the quality of relationships among the employees and becomes widespread with its positive effects trickling all over. The important criterion is that it needs to be sustained with time.

The hallmark of a resonant leader is that he/she is a driver of innovation. And innovation is the key to success. Without creativity and innovation, an enterprise cannot get too far. It can only stagnate and ultimately go under. The mindfulness, hope, and compassion personified in the leader go a long way in boosting the morale of the employees and bring about greater cohesiveness amongst the team members.

A resonant leader negotiates the challenges of constant change and leaves people feeling uplifted even in difficult times. Vision and hope are brought to the organisation as he provides what is needed—structure, decisiveness, clarity, encouragement, open dialogues, or transparency. He/she uses positive emotions to renew himself/herself and creates positive relationships and a healthy vibrant environment. Because he/she expects and gets results, a resonant leader makes his/her people and organisation stronger and better equipped to face the future.

In the words of Annie McKee, “Becoming a resonant leader is taking your desires from awareness into action”. Can we as leaders strive to get on to this journey?