2. Resonance vs Dissonance
When leaders drive emotions positively we call this effect Resonance.
It results in mutual understanding, trust & development- same wavelength
When they drive emotions negatively, leaders spawn Dissonance

3. PRIMAL/RESONANT LEADERSHIP
Great leaders move us with passion and inspire the best in us. Why or How do they do that!!!
Answer : Great leadership works through the emotions.
What ever a leader may do but if leaders fail in this primal task of driving emotions in the right direction, then nothing works

4. PRIMAL/RESONANT LEADERSHIP
A leader’s mood plays a significant role in driving the emotions of the team. How!!!
Answer: Emotions are infectious/ communicable/ transmissible.
Best leaders are effective in understanding and improving the way they handle their own and other people’s emotions
The leader acts as the group’s emotional guide.

5. PRIMAL/RESONANT LEADERSHIP
Exhibit high level attributes of emotional and social intelligence
Listen to workers’ negative feelings
Respond empathically
Build positive work climates

6. RESONANT LEADERSHIP

9. Intellect alone WONT make a leader… WHY???
GIFTED LEADERSHIP
Intellect alone WONT make a leader… WHY???
Answer: It is NOT ONLY “WHAT” a leader does but it is “HOW” they do it.
BUT – HOW does it happen???

10. Emotions are infectious/ communicable/ transmissible
MAGIC OF EMOTIONS
Emotions are infectious/ communicable/ transmissible
The reason lies in the design of HUMAN BRAIN
The brain has an “OPEN LOOP SYSTEM”

11. OPEN LOOP SYSTEM
Scientists describe it as “INTERPERSONAL LIMBIC REGULATION” –
The signal transmitted by one person can alter the following of the other person
Hormone Levels, Cardiovascular Function
Sleep Rhythms, Physiology
Neural systems are responsible for the intellect and for emotions they are separate. But INTERWOVEN CONNECTION
In emergencies – The limbic brain i.e EMOTIONAL CENTER commands – FIGHT, FLEE, FREEZE – MAGIC of AMYGDALA
Amygdala – Always alerts us on emergency

12. Sales Team – Handle/ Withstand Rejection Better
NEGATIVE EMOTIONS
Managing Negative Emotions
Sales Team – Handle/ Withstand Rejection Better

13. LEADERSHIP SKILLS Age 7 – His Family was forced out of their homes
Age 9 – His mother passed away
He wanted to go to law school, but had no education
Age 22 – He lost his clerical job
Age 23 – Ran for State Legislature – But LOST
Age 23 – Started his business, it failed. He took loan that took 17 years to repay
Age 27 – Had nervous breakdown
Age 29 – Tried for the post of SPEAKER in state legislature- HE LOST
Age 31- Tried for the post of ELECTOR – HE WAS DEFEATED
Age 35 – WAS DEFETAED TWICE, He won for a short span

14. Different Characteristics vs. Different Circumstances
Age 39 – He lost his re-election bid
Age His four year old SON DIED
Age 42 – He was REJECTED as a PROSPECTIVE LAND OFFICER
Age 45 – He ran for SENATE and LOST
Age HE Lost the VICE PRESIDENTIAL NOMINATION
Age 49 – He ran for SENATE again & LOST
Age 51 – He was SELECTED as PRESIDENT OF USA
WHY SOME LEADERS FAIL, WHILE OTHERS SUCCEED??
Magic Combination -
Different Characteristics vs. Different Circumstances

15. PERSONALITY CHARACTERISTICS What type of person makes good leader?
TRAIT THEORY
COMMON
TRAITS
QUALITIES
PERSONALITY CHARACTERISTICS
What type of person makes good leader?

16. BEHAVIORAL THEORY
What does a good leader DO?
Autocratic Leaders
Democratic Leaders - Participative
Laissez – faire Leaders- Free rein

17. Autocratic Leadership: - The leader is the decision maker, determines policies and maintains personal distance from employees.
Participative Leadership -Takes Decision by consultation, group determines policies, democratic. 
Free Rein Leadership- Complete delegation of authority in the hands of subordinates. Here the subordinates are well trained & highly knowledgeable.

18. Autocratic Leadership
–Centralizes power and decision making in himself and exercises complete over the subordinates
–He sets the group goals and structures the work
–determines policies and strategies;
–decides on composition and tasks of work teams;
–personally gives praise and criticism
–maintains personal distance from employees
–Subordinates are compelled to follow the leader‘s directions

19. –Leader practices leadership by consultation
–Decisions are arrived at after consultation with participants
–group determines policies and strategies
–gives technical advice whenever the group needs it
–allows freedom to group members to choose their teams
–tries to be objective in providing rewards and criticism
–participates in discussions

20. Leadership
Avoids power and relinquishes (gives up) the leadership position
Organisation goals have been communicated well and are acceptable to the subordinates
Leader is interested in delegating decision making fully
The subordinates themselves are well trained & highly knowledgeable

21. Insights from Chak de http://www.youtube.com/watch?v=4l8GnifzKS8

22. SITUATIONAL LEADERSHIP
By Ken Banchard & Paul Hersey
The leadership method depends on the situation
Based on 3 factors
Amount of Direction(task behaviour) that a leader gives
Socio – emotional support ( Relationship behaviour) a leader provides
Readiness level that the followers exhibit on a specific task

23. SITUATIONAL LEADERSHIP MODEL

25. NARCISSISTS Arrogant High-flying Vision Believe that they are special
Have unique gifts
Lack Empathy
They think that THEY ARE BETTER THAN OTHERS?

26. JACK WELCH - chairman and CEO of General Electric between 1981 and 2001.
During his tenure at GE, the company's value rose 4000%
He closed factories, reduced payrolls and cut lackluster old-line units
Welch's public philosophy was that a company should be either No. 1 or No. 2 in a particular industry, or else leave it completely
Each year, Welch would fire the bottom 10% of his managers
He rewarded those in the top 20% with bonuses and stock options.
Married thrice & divorced

27. BENEFITS of NARCISSISTS
Can make tough decisions without being distracted by empathy, sadness or guilt
They anticipate trends
Their fear of failure can lead to rigorous assessment of potential risk & rewards
They are willing to make personal sacrifices in order to success & lead
They are often charismatic, skilled orators
They are bold & have transformative vision for the future

28. RISKS of NARCISSISTS
They are emotionally volatile and prone to dysfunctional behaviours
Can exploit the organisation to attain their goals
They deny reality in order to maintain their self esteem.
They may become paranoid when they sense danger

29. Visionary Coaching Affinitive Democratic Pacesetting Commanding
6 styles of Leadership
Visionary
Coaching
Affinitive
Democratic
Pacesetting
Commanding

30. Through empathy and clarity they move people towards shared dreams
VISONARY LEADERS
They inspire people
Through empathy and clarity they move people towards shared dreams
They explain how and why people’s effort contribute to their dream

31. Creates harmony that boosts morale and solve conflicts
AFFILIATIVE
Creates harmony that boosts morale and solve conflicts
This style is useful for healing rifts in a team
Motivate the team during stressful times

32. DEMOCRATIC
Superb Listener
Team worker
Collaborator
Influencer

33. Listening & helping people identify their own strengths & weakness
COACHING
Listening & helping people identify their own strengths & weakness
Delegates & improves performances by building long term capabilities

34. PACESETTING
With a strong drive to achieve high personal standards and initiative, pacesetters get results from a competent team

35. COMMANDING/DIRECTIVE
It is a style that demands compliance
Most effective in a crisis situation when you need an urgent turnaround

36. BOOK REVIEW