Resonant Leadership: Renewing Yourself and Connecting with Others through Mindfulness, Hope, and Compassion

By R. Bert. 2005

293 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/5ed526097c1a37c244c94e200bbe470174df1c73

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Citations in the corpus

An overview of intentional change from a complexity perspective (2006, background): “Self-awareness or mindfulness (of self and context, both social and natural) (Boyatzis and McKee, 2005) is inversely proportionate to the degree of surprise or discovery.”
Examination of the Relationships Between Servant Leadership, Organizational Commitment, and Voice and Antisocial Behaviors (2015, background): “Researchers and practitioners alike have also shown increased interest in the development of leaders who put the interests of their followers and organizations ahead of their own (e.g., Arkin 2009; Boyatzis and McKee 2005; George 2003; Liden et al. 2008; van Dierendonck 2011).”
Empathetic validity in practitioner research (2008, background): “Indeed, new approaches to management in business and industry are foregrounding compassion and empathy as essential to organisational success and survival (Boyatzis and McKee 2005).”
Leader Mindfulness and Employee Performance: A Sequential Mediation Model of LMX Quality, Interpersonal Justice, and Employee Stress (2018, unknown): “Interest in the role of mindfulness for leaders has increased substantially over recent years and practitioner-oriented writings have made the case that mindfulness plays an important role in leaders’ ability to meet the challenges of their job (e.g., Boyatzis and McKee 2005; Carroll 2008).”
Servant leadership: Development of a multidimensional measure and multi-level assessment ☆ (2008, background): “With confidence shaken in business leadership, interest has been increasing in the development of leaders who set aside self-interest for the betterment of their followers and organizations (Boyatzis & McKee, 2005; George, 2003).”
The Positive Relationship between Servant Leadership and Employees' Psychological Health: A Multi-Method Approach (2014, background): “The core idea of servant leadership is that managers set aside their personal selfinterest for the benefit of collective interests (Boyatzis & McKee, 2005; George, Zeitschrift für Personalforschung, 28(1-2), 52-72 DOI 10.1688/ZfP-2014-01-Rivkin 55 German Journal of Research in Human Resource…”
LEADERSHIP DEVELOPMENT FROM A COMPLEXITY PERSPECTIVE (2008, background): “Various tests can reveal aspirations (Boyatzis & McKee, 2005; McKee, Boyatzis, & Johnston, 2008), and talking with close friends or mentors can help.”
Towards a theory of being-centered leadership: Multiple levels of being as context for effective leadership (2009, background): “Recently, a number of authors find that leadership is also a product of subtle and largely invisible inner feelings, thoughts, states and intuitions (Badaracco, 2002; Boyatzis & McKee, 2005; Goleman, 1998; Goleman et al., 2002; Kriger & Malan, 1993).”
Compassion revealed: What we know about compassion at work (and where we need to know more) (2011, result): “These findings are in line with a recent shift toward more relational models of leadership that emphasize the importance of being in tune with and responsive to the emotional states of others (Boyatzis & McKee, 2005; Goleman, Boyatzis, & McKee, 2002; Fletcher, 2007).”
The ideal self as the driver of intentional change (2006, background): “…the future, experiencing hope, and arousing images of a desired future leads to arousal of the PSNS and all of the positive effects on new learning, access to more of one’s neural circuits, and a perception of wanting to spend more time in thinking about these images (Boyatzis and McKee, 2005).”
Strategic Use of Emotional Intelligence in Organizational Settings: Exploring the Dark Side (2010, background): “Likewise, the popular press extols the virtues of being emotionally intelligent (Boyatzis & McKee, 2005; Goleman, 1998).”
Leading Mindfully: Two Studies on the Influence of Supervisor Trait Mindfulness on Employee Well-Being and Performance (2012, unknown): “” These benefits are said to include positive outcomes for employees such as higher performance and greater well-being (Boyatzis and McKee 2005; Carroll 2008).”
The emotional link: Leadership and the role of implicit and explicit emotional contagion processes across multiple organizational levels (2015, background): “For instance, mimicry and synchrony between leader and follower expressions of emotion may be what underlies authentic leadership experiences, and what Boyatzis and McKee (2013) refer to as resonant relationships.”