Resonant leaders show Social Emotional Intelligence. A recent study of the neural substrates activated in memories of experiences with resonant and dissonant leaders, shows that resonant leaders activate neural areas associated with the mirror neuron system, default mode or social network, and positive affect.
A good part of the effectiveness of Social Emotional Intelligence comes from its impact in developing neural circuitry which help manage working memory and inhibit disruptive emotional impulses. Mark Greenberg of Pennsylvania University reports not only that the Social Emotional Learning for school students boasts academic achievement but that much of the increased learning can be attributed to improvements in attention and working memory.
The impact of EI in the world of business, particularly in the areas of leadership and employee development is huge. The Harvard Business Review has hailed emotional intelligence as “a ground-breaking, paradigm-shattering idea”. The Rutgers University Consortium for Research on Emotional Intelligence in Organisations (CREIO) found that those people identified at mid career as having high leadership potential were far stronger in EI competencies than were their less-promising peers.
With this in mind, we have created innovative pathways in which management can develop within everis. Our goal for management is to promote their professional development and maximise potential. An example of that is our Inspiring leaders Program.
The Inspiring Leaders Program is a transformative experience for the delegates attending each face to face session over the next three months. The methodology of the programme is based on adult learning, balancing the theory and practice within each interactive session. The programme includes high level training on topics relating to personal and professional development: Self-awareness, self-knowledge, purpose, and how to lead high-performing teams by using Social Emotional Intelligence. Each module has a unique focus and our aim is to drive a newly charged mind-set of self-leadership. The desired outcome is for management to live by the message of, ‘to be able to lead and inspire others, you must first lead yourself.’ The programme promotes this by focusing on personal growth and identifying self-leadership.
Comprehensive development must be treated as the main purpose for management teams and we must never forget that the management of today are the CEO’s of tomorrow.
Recalling experiences with resonant leaders activated neural areas such as the bilateral insula, right inferior parietal lobe, and left superior temporal gyrus; regions associated with the mirror neuron system, default mode or social network, and positive affect.