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.