In Becoming a Resonant Leader, Annie McKee, Richard Boyatzis, and Frances Johnston describe how the most capable leaders have resonance, the ability to employ emotions effectively to achieve success while remaining attuned to the feelings and perceptions of others. Intellectual and technical knowledge are critical to effective leadership, but leaders’ abilities to manage themselves and connect with others are even more important. This is why emotional intelligence facilities like self-awareness and empathy are so valuable in relating to and communicating with others. The most effective leaders exude optimism and hope—feelings that are easily transmitted to others. Subordinates are quite aware and receptive to these positive sentiments and respond in kind, becoming more energetic and productive in the process.
According to the authors:
- Resonant leaders have an accurate sense of themselves. This includes clear insights about what they are good at, what is difficult for them, and what they need to learn to achieve their optimum performance.
- The best leaders possess strong social and emotional intelligence. This means that they are able to manage themselves and connect effectively with others.
- People are constantly assessing their leaders and trying to understand them. This is why it is important for leaders to be aware of changing emotional realities in their groups and relationships.
- Good leaders are not necessarily those that appear impervious to stress. Good leaders reevaluate themselves periodically and undergo renewal in order to address their tasks with greater skill and energy.
- Resonant leadership requires a solid understanding of how social systems and the people who occupy them have to work together to achieve complex objectives.
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Related book summaries in the BBS library: Put Emotional Intelligence to Work, Leading with Emotional Intelligence, Social Intelligence
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