McKee MASA Handouts PDF

Resonant Leadership
Annie McKee, Ph.D.

Founder, Teleos Leadership Institute
Adjunct Professor,
Graduate School of Education
University of Pennsylvania
amckee@teleosleaders.com
These days . . .
 Work stress at all time high:
 Do more with less
 Results and accountability
 The effects of a persistent recession on our families and schools
 Technology impacting the ways we (and kids) communicate and
treat each other
 Natural and man-made disasters
 Unseen threats:
 To ourselves
 To our families
2
Leaders Like You…
 Live with constant demands from all directions
 Parents, Students, State and Federal agencies, School Board,
Your Community
 Have new demands that require new ways of leading and
getting results
 Work in many complex groups, teams, and organizations yet
feel isolated
Can feel like:
 Give a lot and receive little in return
 Often don’t have time to lead
3
Great leaders inspire us to find
meaning in our lives today
and hope in the promise of

tomorrow.
©McKee, Boyatzis, Johnston.

Becoming a Resonant Leader 4
Can leadership be learned?
Yes. But only if you want to, and

when you start with your dreams.

Resonant leadership
is common sense,
not common practice.
Why?
We operate on false
assumptions about what it
means to be a great leader.

Myths and the Truth
 Being smart is good enough  EI makes the difference
 Your mood doesn’t matter  Emotions are contagious
 Great leaders are tough  No one can sustain constant

enough to take constant sacrifice. You need renewal,
pressure. too!

Myth 1: Smart is Good Enough
Intellectual Capability (IQ) Emotional Intelligence (EI)

Threshold Competencies The Differentiating Factor
Only one cognitive ability 85-90% of the difference

− pattern recognition − between outstanding and
differentiated outstanding average leaders is linked
leaders to Emotional Intelligence
©Goleman. Primal Leadership. 9

Social  Empathy
Awareness  Organizational Awareness
 Emotional Self-Awareness
Self- Relationship
Awareness Management
 Positive Outlook  Inspirational Leadership

 Achievement Orientation  Teamwork
 Adaptability Self-  Coach and Mentor
 Emotional Self-Control Management  Influence
 Conflict Management
Becoming a Resonant Leader
Emotional Intelligence IS Important
Research found significant positive relationships between

Emotional Intelligence and performance:
―At the individual level
―At the team level
―At the organizational level
11
Executive Level Performance and EI
• The most successful male and female leaders demonstrated
similar emotional and social intelligence (ESCI) competencies
• At the executive level, there was no significant difference

between the most successful men and women in their
demonstration of ESCI competencies
• However, men who demonstrated ESCI competencies were

perceived as more successful than their female counterparts
who demonstrated similar ESCI competencies
12
EI and Team Performance
• A military study examined the relationship between
leadership ESCI competencies and team performance in 81
teams.
• The study found a significant, positive relationship between
team leader ESCI competencies and the overall EI of the
teams they lead.
• A significant, positive relationship was also found between
team EI and overall team performance, using both subjective
and objective measures.
13
EI and Organizational Performance
• A recent study of 229 businesses showed that positive
emotional climate was the most significant factor associated
with company performance over an 18-month period.
• Positive emotional climate also had a significant, positive
relationship with strategic growth and revenue over the same
period.
14
Implications of ESCI Research
• Organizations should incorporate a wide range of ESCI
competencies in their recruitment and development practices.
• Development of emotionally-competent managers and

leaders through 360-degree feedback and executive coaching
can increase both individual and team performance.
• Leaders may enhance the performance and revenue of their

organizations by fostering a positive emotional climate and
creating emotionally-intelligent group norms.
15
Leadership Matters
 20 %- 30 % of variability in performance is a result of
leadership and climate
 70% of all change initiatives do not succeed due to people

issues—inability to lead, ineffective teams, etc.
 Organizations with superior leadership capability

outperform annual earnings goals by 20%
 30% of the time, poor leadership is cited by people as a

reason for leaving
©Goleman. Primal Leadership. 16

Myth 2: Emotions Don’t Matter
• Emotions affect culture and climate
• Culture and climate account for nearly 30% of

business performance

Resonance is contagious…
and so is dissonance.
18
Emotional Attractors
• Hope • Fear
• Joy • Anger
• Compassion • Resentment and jealousy
• Excitement and Challenge • Stress and anxiety
• Calm • Impatience
• Safety • Mistrust
• Growth and learning • Forced Compliance
• Love • Hate
• Respect • Disdain

“He Makes My Blood Boil”
Studies show that when people are working

with dissonant leaders, blood pressure rises,
other physical and psychological effects are
evident and people ‘shut down’.
Stress = impaired cognitive functioning
20
Dissonant Leaders are Dangerous
21
The minute you become
a victim you cease to be a
leader.

The Smart Way to Fight Back
Defend yourself.
Find joy in small wins.
Choose kindness.
Look out for others.

Resonance or Dissonance: Your Choice
24
Resonant Leadership Audit
How I Create Resonance:

Critical Incident Review and
Planning

The Research is Conclusive
Emotion, and emotional intelligence,

are central to effective leadership.
26
What if YOU Are the Problem?
HOW DID THIS HAPPEN?

Even the Best of Us…
…slip into dissonance. Despite our good

intentions and talent, we become toxic,
spreading dissent and resentment among
our people. We make excuses, blame
others, point to “Them” or “The Culture”
as the cause…
WHY?
28
Myth 3: We are Superheroes
Physical & Power

Good
Emotional Stress
Leadership
Toll
Self-control
Crisis

The Sacrifice Syndrome

Cycle of Sacrifice and Renewal
Resonant Effective
Relationships Leadership
Mindfulness
Sacrifice
Hope Renewal Crises
Syndrome
Compassion
Ineffective or
Non-Sustainable
Sustainable, Threats
Leadership
Effective
Leadership
©Boyatzis, McKee.
Resonant Leadership.
Mindfulness
Hope
Compassion
Renewal in Everyday Life

What Can I Do?
Tap into hope

Manage the cycle of sacrifice and renewal
Develop my emotional intelligence
Become more resonant
Change how I am working with my team
37
BE THE CHANGE
YOU WANT TO SEE
Gandhi
References
McKee, Annie (2011). Management: A Focus on Leaders. London: Pearson Prentice Hall.
McKee, Annie, Boyatzis, Richard, Johnston, Frances (2008). Becoming a Resonant Leader: Develop your
emotional intelligence, renew your relationships, sustain your effectiveness. Boston: HBR Press.
Boyatzis, Richard and McKee, Annie (2005). Resonant Leadership: Renewing yourself and connecting
with others through mindfulness, hope and compassion. Boston: HBR Press.
Goleman, Daniel, Boyatzis, Richard, and McKee, Annie (2002). Primal Leadership: Realizing the power of
emotional intelligence. Boston: HBR Press.
39

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Resonant Leadership

Annie McKee, Ph.D.

and hope in the promise of

©McKee, Boyatzis, Johnston.

Yes. But only if you want to, and

©McKee, Boyatzis, Johnston.

©McKee, Boyatzis, Johnston.

 Being smart is good enough  EI makes the difference

 Your mood doesn’t matter  Emotions are contagious

 Great leaders are tough  No one can sustain constant

©McKee, Boyatzis, Johnston.

Intellectual Capability (IQ) Emotional Intelligence (EI)

Only one cognitive ability 85-90% of the difference

©Goleman. Primal Leadership. 9

 Positive Outlook  Inspirational Leadership

Research found significant positive relationships between

• At the executive level, there was no significant difference

• However, men who demonstrated ESCI competencies were

• Development of emotionally-competent managers and

• Leaders may enhance the performance and revenue of their

 70% of all change initiatives do not succeed due to people

 Organizations with superior leadership capability

 30% of the time, poor leadership is cited by people as a

©Goleman. Primal Leadership. 16

• Emotions affect culture and climate

• Culture and climate account for nearly 30% of

©McKee, Boyatzis, Johnston.

©McKee, Boyatzis, Johnston.

Studies show that when people are working

Stress = impaired cognitive functioning

©McKee, Boyatzis, Johnston.

Find joy in small wins.

Look out for others.

©McKee, Boyatzis, Johnston.

How I Create Resonance:

©McKee, Boyatzis, Johnston.

Emotion, and emotional intelligence,

HOW DID THIS HAPPEN?

©McKee, Boyatzis, Johnston.

…slip into dissonance. Despite our good

Physical & Power

©McKee, Boyatzis, Johnston.

The Sacrifice Syndrome

©McKee, Boyatzis, Johnston.

Renewal in Everyday Life

©McKee, Boyatzis, Johnston.

Tap into hope

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