A641.2.3.RB - Am I a Resonant Leader?

Chapter 2 of the workbook “Becoming a Resonant Leader" focused on what it takes to be a resonant leader.  After completing the exercise titled, “Am I a Resonant Leader?” I am disappointed to think I am no longer a resonant leader... at least not as much as I could or used to be.  

I aspire to be a transformational leader. Transformational leadership is "concerned with emotions, values, ethics, standards, and long-term goals."(Northouse, p. 161) This is exactly what I have, and continue to, work towards. The past few months I can tell my focus and demeanor has changed, deteriorated.  I no longer feel like I inspire or influence people as I once did.  I used to be a very positive leader who influenced members, in my opinion.    

I would say two years ago I was well on my way to being a transformational leader but as of eight months ago my leadership effectiveness declined.  Looking back, the decline was probably a combination of work and life stressors, a change of my supervision, not to mention a global pandemic.  Nevertheless, I feel I have fallen short being the best role-model and leader I could be.  For example, I began talking negatively about my supervisors to my peers and sometimes my subordinates.  Whether I agree with my leaders' choices, it is my responsibility to support and defend them.  I now realize that emotions matter and are contagious.

I feel I am still compassionate and am in touch with others. I genuinely care about others and their goodwill. Many times, I've been told I am a good listener and communicate well. Furthermore, "I have genuine respect and admiration" for my Airmen (Whalen, p. 126).  I go out of my way to ask about how the Airmen and their families are doing, especially when I know they are experiencing hardships.  Over the summer, we had several members with family that passed yet were unable to travel due to COVID.  During this time, I reminded our leadership team to ensure the members had the appropriate time/space to grieve and we made sure to send sympathy cards to show that our team was thinking of them.  

From the work assignment, I have a greater self-awareness of my status as a resonant leader.  Resonant leaders need to be highly self-aware, manage themselves in stressful and complex environments, empathize with others, and lead others to get the job done (Boyatzis & McKee, 2005).  Receiving feedback can be super hard. Too often people resort to their impulsive reaction rather than their conscious choice. Feedback enables you to look at situations and yourself differently, it unlocks self-reflection and growth, and opens the gate to change.  Due to very recent candid feedback from my supervision, self-reflection stemming from this exercise and some hard work ahead of me, I feel I can become a resonant leader.  

Boyatzis, R., & McKee, A. (2005). Resonant leadership: Renewing yourself and connecting with others through mindfulness, hope, and compassion. Boston: Harvard Business School Press.

Northouse, P. G. (2016). Leadership: Theory and Practice (7th ed.). Thousand Oaks, CA: Sage Publishing.

Whalen, D. J. (2007). The professional communications toolkit. Thousand Oaks, Calif: Sage Publications.

A641.1.3.RB - What is Great Leadership?

Depending on who you ask, you may get very different ideas of great leadership. In the video, "What is Great Leadership?" Dr. Richard Boyatzis explains the impact most effective leaders can have on you. 

Dr. Boyatzis' video exercise had me reflect on a leader whom I would try to avoid and did not bring out the best in me. Unfortunately, I have worked for a few of these "leaders".  One in particular, stands out as making me feel small and insecure.  He would often question and belittle members as a show of dominance.  I had the unfortunate experience to be screamed at, undermined and berated unjustifiably front of my team by him.  He did not allow me the opportunity to respond or give any perspective. I assume most he said was to make a point and be 'heard' by my team rather any sort of effective and actionable feedback. This approach, for me, was not respected or appreciated.  Rather than inspiring and leading his team, he would often micromanage and question his subordinates.  

In contrast, whenever I think of great leaders, I think of CMSgt Chasidy Sells. It is difficult to encapsulate how Chasidy's leadership. However, Dr. Boyatzis' exercise to describe how the leader make you feel helps put it into words. When I think of Chas I envision her bright bubbly smile and demeanor. She is a ball of energy and brings laughter, light and fun wherever she goes. She seamlessly makes everyone feel welcomed and part of the team. Chasidy is caring, kind and compassionate as well as uncomplicated and candid. Boyatzis describes how great leaders make you feel and states the music of leadership is emotions. Chasidy Sells is one of those great leaders.  She valued the members of our squadron and inspired me and many others.   

In the military, upholding standards and discipline is an integral part of our culture. As the squadron First Sergeant, Chas acted as the Commanders right hand (wo)-man enforcing standards. Oftentimes she would have to advise on disciplinary actions and punishment. The 1st Sergeant must also stand by the member receiving the punishment, explaining the decision and helping them understand and correct their behavior. "Like a master pianist who captures the power and majesty of a composition, an emotionally dynamic leader brings forth the “music” of the organization in all its complexity and inspires others to achieve their own potential as they contribute to the organization" (Egan & Feyerherm, 2007).  On several instances I remember Sergeant Sells mentoring Airmen after being reprimanded or demoted yet she was effectively able to lead them to a better place in their lives and careers.  Although she was just doing her job as a 1st Sergeant, how she did it made the difference.  She truly cared and still maintains relationships with her Airmen to this day.  She was a leader, friend and mentor yet I bet she would never fully know or understand the impact of her inspirational leadership. She has touched so many lives and I would gladly work with her again.  

References: 

Boyatzis, Robert. (n.d.) What is Great Leadership? [Video]. Case Western Reserve University. https://erau.instructure.com/courses/120698/assignments/2236792?module_item_id=6880465

Terri D. Egan, P. D., & Ann Feyerherm, P. D. (2017, October 30). Emotional Dynamism: Playing the Music of Leadership - A Peer-Reviewed Academic Articles: GBR. https://gbr.pepperdine.edu/2010/08/emotional-dynamism-playing-the-music-of-leadership/.