Leadership is referred as an art of motivating people through good communication, aspiration, supervision and being able to manage the resources in order to achieve set goals. To be a good leader you need to have a vision shared with others and inspire others through examples. There are different types of leaders based on their traits and characteristics. Two of these types are resonant and dissonant leaders (Goleman, Richard & McKee, 2002, p. 110).
A resonant leader in tune with the people they work with. A resonant leader embraces future promises and today challenges. They have commitment to personal value and a broad minded ways of viewing the world are flexible with the ability to maintain and establish powerful relationships. This creates a condition where people can work and perform at their level best (Boyatzis & McKee, 2005, 66). A resonant leader portrays smartness, this is usually measured in terms of IQ or the cognitive intelligence this is usually the baseline. The leader should also be competent to emotional and social intelligence (Goleman, Boyatzis & McKee, 2002, p. 109). Social intelligence plays an important role in interaction while emotional intelligence helps in how to control internal response, states of mind and moods. Leaders with this intelligence are effective such that they create exciting, challenging and supportive environment one that can sustain collective success in the long run. To understand a resonant leader lets look at an example of a leader Joe Torre.
Joe Torre is the manager of New York Yankees and who are winners of straight World Series champion and are referred to as soul and heart of ball club. Torre stand out as calm and highly respected leader as exemplifying the collaboration and teamwork competences in ever action that he takes. He is open with his emotions with those he leads, this style has incredible impact on the emotional climate of the organisation and contribute greatly to team work that is requires to win the games. The style excludes the focus on feelings and praise can allow poor performance to go uncorrected and leave employees in the dark to how to improve (Goleman, Richard, &McKee, 2002, p. 61). This helps make the team successful and most celebrated baseball in history.
On the other hand dissonant leader is the vice versa of resonate. These are leaders who lack harmony in among the team. They create an environment that people are not free thus feeling afraid (Goleman, Boyatzis, & McKee, 2002, p. 54). These leaders lack emotional intelligence often referred to as “clueless” by Goleman. The environment run by a dissonant leader has angry and unhappy individuals. Dissonance team is reflected by tension and lack of humor in discussion and decision making, Anger and fear sullenness and apathy are sighs of dissonance in the work place (McKee & Massilillian, 2006, p. 3). Dissonant leaders have little regard for the feelings of others. This can be summarized as the misuse of six styles visionary, coaching, afflictive, democratic, pace setting and commanding. A good example is the Al Dunlap the notorious CEO of Scott paper. His commanding leadership style involved ruthless tactics such as policies and cutbacks that ignored human element at the company (Goleman, Richard &McKee, 2002, p. 56). This leadership style eventually squelched motivation of, individual performance and the organization culture. This severely comprised the company’s future success. This was the case where he was the next CEO of sunbeam where he ended up being fired.
In conclusion for a firm or a company to succeed to the future the managers who are in most cases are the leaders need to adapt a resonant style of leadership. This can only be realized only where we get to understand how to mobilize energy in people, team group, motivate and aspire their hopes, vision ,meaning and purpose, hence building resonant culture that calls for everyone’s best.
Boyatzis, R.E., & Kee, A. (2005). Resonant Leadership: Renewing Yourself and Connecting with Others through Mindfulness, Hope, and Compassion. Boston: Harvard business school press.
Goleman, D., Boyatzis, R., & McKee, A. (2002). Primal Leadership – Learning to Lead with Emotional Intelligence.. Boston: Harvard Business School Press.
Goleman, D. Richard, B. &McKee, A. (2002). Primal leadership: Realizing the Power of emotional intelligence. Boston: Harvard business school Press.
McKee, A, & Massilillian, D. (2006). Resonant leadership: a new kind of Leadership for digital age. Journal of business strategy, 27(5), pp. 3-5.