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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
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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
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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.
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PRIMAL/RESONANT LEADERSHIP
Exhibit high level attributes of emotional and social intelligence Listen to workers’ negative feelings Respond empathically Build positive work climates
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RESONANT LEADERSHIP
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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???
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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”
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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
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Sales Team – Handle/ Withstand Rejection Better
NEGATIVE EMOTIONS Managing Negative Emotions Sales Team – Handle/ Withstand Rejection Better
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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
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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
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PERSONALITY CHARACTERISTICS What type of person makes good leader?
TRAIT THEORY COMMON TRAITS QUALITIES PERSONALITY CHARACTERISTICS What type of person makes good leader?
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BEHAVIORAL THEORY What does a good leader DO? Autocratic Leaders Democratic Leaders - Participative Laissez – faire Leaders- Free rein
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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.
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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
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–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
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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
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Insights from Chak de http://www.youtube.com/watch?v=4l8GnifzKS8
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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
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SITUATIONAL LEADERSHIP MODEL
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NARCISSISTS Arrogant High-flying Vision Believe that they are special
Have unique gifts Lack Empathy They think that THEY ARE BETTER THAN OTHERS?
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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
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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
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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
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Visionary Coaching Affinitive Democratic Pacesetting Commanding
6 styles of Leadership Visionary Coaching Affinitive Democratic Pacesetting Commanding
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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
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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
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DEMOCRATIC Superb Listener Team worker Collaborator Influencer
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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
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PACESETTING With a strong drive to achieve high personal standards and initiative, pacesetters get results from a competent team
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COMMANDING/DIRECTIVE
It is a style that demands compliance Most effective in a crisis situation when you need an urgent turnaround
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BOOK REVIEW
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