The Effects Of Resonant Leadership On Leaders

800 Words Aug 14th, 2015 4 Pages
Effects of resonant leadership The sustainability of resonance relies on leaders who are mindful, hopeful, compassionate, those who have the innate ability to challenge the status quo, explore new approaches to old problems, and recognize the difficulty of change. They also know that without change and the courage to create change, it could be detrimental to themselves and the organizations they lead. Boyatzis & McKee (2005) states that it is imperative for people to be the change they wish to see in the world. They further state that personal transformation must take place in order for people to become truly great leaders (p. 201). Leaders that really understand this concept are the ones who have the ability to transform their organizations from good to great. Collins (2001) classify leaders who are able to move their organizations from good to great as Level 5 leaders (p. 17). “Level 5” refers to the highest level in a hierarchy of executive capabilities. Leaders from “levels 4 -1”, can also produce high levels of success but not enough to transform organizations from ordinary to extraordinary (Collins, 2001).
These leaders are genuinely humble and fearless with intense professional will (p. 22). These operate with strategy, by “first getting the right people on the bus, the wrong people off the bus, and the right people in the right seats – and then they figure out how to drive it” (p. 13).
For this reason, level 5 leaders are able to sustain resonance.
They know…
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