Esade Exec Ed Boyatzis 11 2011

I i i Eff ti L d hiInspiring Effective Leadership through Emotional Intelligence, g g ,Emotional Contagion and Positive and Negative Emotionaland Negative Emotional Attractors

Richard E. Boyatzis, PhD, Distinguished University ProfessorProfessor, Departments of Organizational Behavior, Psychology and Cognitive SciencegH.R. Horvitz Family Business ChairCase Western Reserve University, Cleveland, OHDepartment of Human Resources, ESADErichard boyatzis@case edu

Al i E ti Ed ti ESADE

[email protected]

Alumni Executive Education, ESADEMay 11, 2011

Great Leaders Move UsGreat Leaders Move Us

Th h R ith OthThrough Resonance with Others

Through Our Emotions

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ExerciseExercise

Thi k f l d f h ith h k d Think of a leader for whom or with whom you worked – one that brought out the best in you, one that you would gladly work with or for againwork with or for again

Think of a leader for whom or with whom you worked – one th t t t id l ft i hi f ld h lthat you try to avoid, left you wishing for more, would help your organization more by working for a competitor

When You were Around Them What Did They Say or Do?When You were Around Them, What Did They Say or Do?How Did They Make You and Others Feel?________________© Richard E. Boyatzis and Annie McKee, 2005.y

2

LeadershipLeadership

Is a Relationship

Is a Resonant Relationship

Being in Tune with or on the Same Wavelength as the Othersg S g O

3

What we know about great leadersWhat we know about great leaders

They inspire through hope and vision.Th d iThey spread compassion.They are mindful: attuned to mind bodyThey are mindful: attuned to mind, body,

heart and spirit.heart and spirit.They inspire others by creating and

maintaining resonance.

© Richard E. Boyatzis and Annie McKee, 2005.

Resonant versus Dissonant Leadership

Boyatzis R E Koenig K Lowe M Mathew B Passarelli A P Stoller Boyatzis, R.E., Koenig, K., Lowe, M., Mathew, B., Passarelli, A.P., Stoller, J., & Phillips, M. (in preparation for a management journal). “Examinatjono f the neural Substrates Aroused in experiences with Resonant & Dissonant Leaders”

Based on research done at the Cleveland Clinic and Case Western R U i itReserve University

12© Cesaro, R.L., Boyatzis, R.E., Khawaja, M., Passareli, A., Barry, K., Jack, A., 2010.

IFG ResonantIFG Resonant

Helping to Inspire Developmentp g p p

Dyadic relationshipsHelping relationshipsHelping relationships

Coaching relationshipsP id l ti hi (MD t hPaid relationships (MD, teacher,

professor, trainer, professionalcoach, etc.)

Mentoring relationships (informal,Mentoring relationships (informal, formal, clerics, etc.)

Peer relationshipsPeer relationships

Sustained Desired ChangeSustained Desired ChangeArouse, invoke, stimulate, provoke the desire to change or invest energy in maintaining a desired state, behavior, attitude, emotional state, perception, etc.

Invoke and motivate the energy and commitment to sustain such an effort over time and through changing circumstances

Requires openness adaptability tolerance for ambiguityRequires openness, adaptability, tolerance for ambiguity, maybe a wakeup call - - - - consider the possibilities

Two Modes of Human ExperienceTwo Modes of Human Experience

Autonomic Nervous System includes:

Sympathetic Nervous System - - Negative Emotional Attractor

Parasympathetic Nervous System - - Positive Emotional Attractor

Enteric Nervous System

Emotions Are ContagiousEmotions Are Contagious

Th b i h ‘ l ’ t The brain has an ‘open loop’ system We are ‘wired’ to pick up subtle clues from one another

Resonance is Contagious … So Is Dissonance

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The Sacrifice SyndromeThe Sacrifice Syndrome

The Sacrifice ofbeing a leadercausesSt

Blood pressure increases

Large musclesStress Hormones Activated:Epinephrine

d

Large musclesprepare to fightor run

Brain shuts downnon essential

Results Brain losesand

Norepinephrinenon-essentialneural circuits

Less open, flexibleand creative

Stressarouses the

Brain losescapability to learn

We feel anxious,nervous,

SympatheticNervousSystem

Leads to reductionin healthy

even depressed Perceive things

people say or doas threateningy

Hormones Activated:Corticosteroids

in healthyimmune system

Inhibits creation of new neurons

Over stimulates

as threateningand negative

More stressis aroused Over stimulates

older neurons leading to shrinkage of neurons

________________© Richard E. Boyatzis and Annie McKee, 2005. eu o sy

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Renewal: Engaging the Parasympathetic Nervous SystemSystem

Wanting to understand, care for another person and to

Neural circuit activated: limbic system to the left

Release of Oxytocinand Vasopressin

another person, and to initiate some action contributing to their well being

ypre-frontal cortex

Aroused Compassionwell-being Aroused Compassion Adrenal-pituitary axis activated; arousal ofthe PNS

Feeling hopefulFeeling hopeful, optimistic, at peace or exciting but look f d t th f t

Systolic anddiastolic bloodpressure decreased

Increased secretion of immunoglobulin A and natural killer cells

________________© Richard E. Boyatzis and Annie McKee, 2005.

forward to the future pressure decreased natural killer cells

y

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Relationships That Inspire DevelopmentRelationships That Inspire Development

Wh h l d ? Who helped you?

Think back over your life and career

Who were the people who helped you develop the most?

What did they do and how did it make you feel?

________________© Richard E. Boyatzis, 2001.y

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Boyatzis’ Intentional Change Theory (1970, 1999, 2000, 2008)( , , , )

The Ideal Self

The Real Self

Practicing beinga Leader

Strengths:where my Ideal Selfand Real Self are

a LeaderTrusting Relationshipsthat help, support, and encourage each step

Gaps:

SimilarExperimentingas a Leader

in the process

MyLearning Agenda:building on strengths

Gaps:where my Ideal Selfand Real Self areDifferentbuilding on strengths

while reducing Gaps

© Richard E. Boyatzis, 2001.

Boyatzis’ Intentional Change Theory (1970, 1999,2000,2008)

The Ideal Self

The Real SelfTrusting Relationshipsthat help, support, and encourage each step

Strengths:where my Ideal Selfand Real Self are

g pin the process

Gaps:

Similar

Two Attractors Gaps:where my Ideal Selfand Real Self areDifferent

Two Attractors


Two AttractorsTwo Attractors

P iti E ti l Att t N ti E ti l Att t PNS Arousal Specific neural arousal

Positive Emotional Attractor SNS arousal Specific neural arousal

Negative Emotional Attractor

Specific neural arousal Ideal Self Strengths

Specific neural arousal Real Self / Social Self Gaps / Weaknesses Strengths

Focus on Future Hope

Gaps / Weaknesses Focus on Past Fearp

Possibilities Optimism

Problems Pessimism

Learning Agenda and Goals Performance Improvement Plan


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Graphical representation of the Positive (PEA) and Negative Emotional Attractors (NEA)Negative Emotional Attractors (NEA)in Intentional Change Theory

Negative AffectIntensity of Arousal High

Y

Neural, endocrine, & Cardiovascular

Neural, XIntensity of Arousal Low

Cardiovascular markers of SNS arousal

endocrine, & Cardiovascular markers of PNS arousalarousal Z

Positive

18© Richard E. Boyatzis, All rights reserved

Affect

Adaptation of Lorenz equations to p qPEA/NEA of ICT

dx = a ( y - x)dtdy = -xz + bx - ydtddz = xy - czdta = (emotional intensity/emotional contagion)( y g )b = (Rayleigh #/ critical Raleigh #)c = 4/(1+a2), where a = emotional resilience

19© Richard E. Boyatzis, All rights reserved

The Cycle of Sacrifice and RenewalThe Cycle of Sacrifice and Renewal

ResonantRelationships

EffectiveLeadership

Mindfulness

CrisisHope RenewalCycle

SacrificeSyndrome

Compassion Ineffective orNon-Sustainable

ThreatNon Sustainable

LeadershipSustainable,Effective

LeadershipLaughter, joy, playfulness

________________© Richard E. Boyatzis and Annie McKee, 2009.

playfulness

y

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Emotional and Social Intelligence Can Be DevelopedCan Be Developed

Results from 24 longitudinal studies at the Weatherhead School of

Results from 24 longitudinal studies at the Weatherhead School ofat the Weatherhead School of

Management of 25-35 year old managers.at the Weatherhead School of

Management of 25-35 year old managers.

Comparable results with 4 longitudinalComparable results with 4 longitudinalstudies of 45-55 year old executivesin an Executive Education program,studies of 45-55 year old executivesin an Executive Education program,p g ,

and 2 longitudinal studies of 38-42 year old high potential managers

p g ,and 2 longitudinal studies of 38-42 year old

high potential managershigh potential managers.high potential managers.


Sustainable Percentage Improvement of EI/SI

80

607080

405060 Emotional

Intelligence

203040 Competencies

010 Social

Intelligence

2 Yea

rs

5 Yea

rs

7 Yea

rs Competencies

1-2

Y

3-5

Y

5-7

Y


Coaching with Compassion to the PEAvs Coaching for Compliance to the NEAvs Coaching for Compliance to the NEA

Cesaro R L Boyatzis R E Khawaja M Passareli A Barry K Jack Cesaro, R.L., Boyatzis, R.E., Khawaja, M., Passareli, A., Barry, K., Jack, A. (in review in a neuroscience journal). “Visioning in the brain: An fMRI study of inspirational mentoring”

Cesaro, R.L., Boyatzis, R.E., Khawaja, M., Passareli, A., Jack, A. (2010). “Coaching with Compassion: An fMRI Study of Coaching to the Positive or N ti E ti l Att t P t d t th A d f M tNegative Emotional Attractor Presented at the Academy of Management Annual Conference, Montreal (Best Paper Award)

Cesaro, R.L., Boyatzis, R.E., Khawaja, M., Passareli, A., Barry, K., Cesaro, R.L., Boyatzis, R.E., Khawaja, M., Passareli, A., Barry, K., Begany, K., Jack, A. (20009). “Neural correlates of inspirational mentoring,” Presented at the Society for Neuroscience annual meeting, Chi O t b 19 2010Chicago, October 19, 2010

Based on research done at the Brain, Mind, & Consciousness Lab, Case Western Reserve University, Professor Anthony Jack, Director andWestern Reserve University, Professor Anthony Jack, Director and Principal Investigator on this study

http://tonyjack.org/

12© Cesaro, R.L., Boyatzis, R.E., Khawaja, M., Passareli, A., Barry, K., Jack, A., 2010.

Neural correlates of inspirational mentoringR. L. CESARO1, R. E. BOYATZIS2, M. KHAWAJA2, A. PASSARELLI2, K. P. BARRY1, K. BEGANY1, A. I. JACK1;

1Dept. of Cognitive Sci., Brain, Mind, and Consciousness Lab., Cleveland, OH; 2Weatherhead School of Management, Case Western Reserve University, Cleveland, OH

Manipulation Check Results7

NEA* * *

6

NEA

PEA* **

*

*

4

5

*

3

1

2

1.S/he inspired me about my future2.I liked him/her3.S/he is an inspiring person

7.S/he cared about me8.I trusted him/her9.S/he made me think about my purpose

12.S/he made me feel guilty about how much effortI am putting into my studies

13.S/he asked questions about things I should bep g p4.S/he trusted me5.S/he made me feel hopeful about my future6.S/he is a caring person

y p p10.S/he made me think that I should be working

harder11.S/he asked abrasive questions

q gdoing at Case regarding my studies

© Cesaro, R.L., Boyatzis, R.E., Khawaja, M., Passareli, A., Barry, K., Jack, A., 2010.



Timeline of In-Scanner Events

NEA

~ 6.74 seconds ~ 2.0 seconds ~ 3.70 seconds ~ 2.60 seconds ~ 2.0 seconds

PEA

Statement Video Fi ation Slide R Slid “Thank You” Video Fixation Slide

PEA

Statement Video Fixation Slide Response Slide Thank You Video Fixation Slide




Negative Emotional AttractorPositive Emotional Attractor

ACC

MPFC

ACCOFC/NACC

MPFCOFC/NACC

Conflict in the ACC Self-consciousness in the MPFCWe found evidence of greater activity in the anterior cingulatecortex in the NEA as compared with the PEA condition. Thisregion has been associated with cognitive conflict and bothphysical and social pain perception. It may reflect the greater

We found evidence of greater activity in the medial prefrontalcortex (MPFC) in the NEA as compared with the PEAcondition. This region has been associated with theory of mindand with social cognition broadly construed including explicitp y p p p y g

conflict and emotional discomfort associated with the NEAcondition.

thoughts about the self and how we are socially perceived byothers. Activity in this area may reflect greater social self-consciousness evoked by the NEA as opposed to the PEAcondition.



Determining the Influence of Positive and N ti E ti l Att t Eff tiNegative Emotional Attractors on Effective

Physician‐Patient Communication

ORBH CelebrationORBH Celebration

Loren R. DyckPh D CandidatePh.D. Candidate

Department of Organizational BehaviorWeatherhead School of ManagementCase Western Reserve UniversityCase Western Reserve University

May 5, 2010

Research Model with RegressionResearch Model with Regression CoefficientsCoefficients

MCAT

‐.189*

.119 .158.642+‐.114 1.130 ‐.049

Standardized Patient Score

PEA .179+

.246*

Faculty Score of Student Note

‐.023

NEA.238*

.009

‐.137

DDx Score

+p< 10; *p< 05; n = 116

29

p<.10; p<.05; n 116

1Unstandardized regression coefficients are reported for the interaction effects of MCAT and standardized regression coefficients are reported for main effects.

© Loren R. Dyck, 2010.

Masud Khawaja, M.D. PhD Thesis,

The Mediating Role of Positive and Negative Emotional Attractors Between Psychosocial Correlates of Doctor-Patient Relationship y f pand Treatment Adherence in Type 2 Diabetes , Case Western Reserve University, August, 2010

Physicians n = 25 patients n = 375 from 5 hospitalsPhysicians n 25, patients n 375, from 5 hospitalsin Karachi, Pakistan

Patient perception of Information Exchange Patient’s knowledge

about diabetesSocial Support Co‐morbid

Patient perception of

(Hausman, 2001) about diabetes (Garcia, Villagomez, Brown, Kouzekanani& Hanis, 2001)

available to the patient (Dalgard, 1996)

depression(presence/ absence ascertained)

perception of Shared decision making (Hausman, 2001)

PEA/NEA of the Treatment Adherence

Patient perception of Doctor PatientRapport (Gremler& Gwinner, 2000)

/patient(Boyatzis, 2008)

(Morisky, Green & Levine, 1986)

Patient perception of

& Gwinner, 000)

PEA/NEA ofperception of Trust (Boyatzis, 2008)

Patient

PEA/NEA of the physician (Boyatzis, 2008)

Patient perception of Empathy (Boyatzis & Goleman, 2007)

© Khawaja, 2010.

Scales, or Multiple Levels of Intentional Change Theoryy

IndividualD d Dyad

Team, Family, Coalition Organization Communityy Country, Culture Globe Globe


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Multiple Levels of Intentional Change Theory

Individual

Dyad

Team, Family,

Resonant Leader/s

Coalition

Organization

CommunitySocial Identity Group/s

First Degree Interaction: Leadership

Country, Culture

Leadership Second Degree Interaction:

Reference / Social Identity Groups________________© Richard E. Boyatzis, 2008.

Globe

y py

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Boyatzis’ Intentional Change Theory (1970, 1999,2000,2006,2008)

The Ideal Self

Trusting Relationshipsthat help, support, and p, pp ,encourage each stepin the process

The Motivation To Change:Finding their passion and dreamsFinding their passion and dreams

Breaking from the Ought SelfBreaking from the Ought Self


The Ideal SelfThe Ideal Self ...Catching your dreams and engaging your passion

The power of positive imaging and visioning But we often skip over formulating the Ideal Self image in But we often skip over formulating the Ideal Self image in

development or education and become anesthetized to our own ideal and dreamsown ideal and dreams

We cannot inspire this passion in others without engagingit ourselvesit ourselves


35

Parts of “Pedra Filosofal” by Antonio GedeãoParts of Pedra Filosofal by Antonio Gedeão

Eles não sabem que o sonhoEles não sabem que o sonhoé uma constante da vida …Eles não sabem que o sonhoé vinho, é espuma, é fermento,bichinho álacre e sedento,d f i h ti dde focinho pontiagudo,que fossa através de tudonum perpétuo movimentonum perpétuo movimentoEles não sabem que o sonhoé tela, é cor, é pincel …Eles não sabem, nem sonhamque o sonho comanda a vidao mundo pula e avançao mundo pula e avançacomo bola coloridaentre as mãos de uma criança

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The Ideal Self

OptimismFeasibilitySelf-efficacy

Hope

pyy

Calling,P i

Personal

pCalling,PurposePassion

PersonalVision/Shared

IdealSelf

Image of a DesiredFuture

Dreams,aspirations,

fantasies VisionSelfFuturefantasies

CoreIdentity

Values &Philosophy

Life/careerstage, IdentityPhilosophyg ,cycle

© Richard E. Boyatzis, 2006. Develop byRichard E. Boyatzis and Klio Akrivou-Napersky.

The Helper’s Challengep g

Manage the Cycle of Sacrifice and g yRenewal

throughMindfulness, Hope, Compassion, and

PlayfulnessPlayfulness

________________© Richard E. Boyatzis and Annie McKee, 2005.y

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Living Your Passion – Inspiring OthersLiving Your Passion Inspiring Others

We Do Not Want to Be Bored or Live Routine Lives –Nor Do Those Working With Us

It Is a Waste of Human Talent, Spirit, and Potential

Remember the Moment________________© Richard E. Boyatzis, 2000.y

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Documents

Esade Exec Ed Boyatzis 11 2011