Well, in our study it was very clear that the moments, recalling moments with
resonant leaders activated the parts of the social network in the default mode
network. And that when people reacted to moments
with dissonant leaders, they were about a third of the time activating these social
default mode networks, but two thirds of the time, they were suppressing them.
We also showed that reactions remembering, recalling these moments with
the resonant leaders, led to more activation of parts of the brain
identified with more approach activities versus avoidance activities with the
response to dissonant leaders. And more positive emotional regions of
the brain, or regions of the brain were activated that are associated with more
positive emotions, were shown in response to the resonant leaders.
More negative emotional regions in the brain in response to the dissonant
leaders. So we have not just a body of
psychological, and behavioral evidence now.
We also are beginning to understand what goes on in the brain, at very fast
speeds, predominantly unconsciously. Now just to give you an illustration I'm
about to show you a slide. Of the activation of the inferior frontal
gyrus. This is a part of the default mode
network. Part of the social network that we were
talking about. And as you can see in this slide, the
orangeish yellow area shows statistically significant activation in the, in
recalling resonant leader, moments with resonant leaders, versus moments with
dissonant leaders. So all of this again, brings us back to
the issue. That resonant leadership is common sense
but not common practice. And that's where the rub is.
In coming modules, we'll be talking about why does that happen.
Why do people lose their resonance? Why do people lose being in touch with
other people around them and their environment.
But before we do that I would like to identify the personal learning assignment
coming out of this week's modules. What I'd like you to do over the next
week at least is to every situation in we're, in which you're at a meeting, at
school or at work, in which there is someone in a leadership position.
You're at work, and there's a project leader, there's a manager holding a staff
meeting, or some executive. If you're in school, a teacher, or
somebody in a sports team or club the chairperson or the head of a team holding
the meeting. I want you to make observations, keep
some notes, and please write them in your personal journal, about what were they
doing or saying that you think made you and the other people in the room feel or
experience more hope, more compassion, or more mindfulness.
Did you feel lifted and inspired as a result of this interaction, or did you
feel deflated, and emptied by it. In other words, was it relatively more
resonance or dissonance that you were experiencing.
And it's very helpful to keep track of this for at least a week, through a
variety of people in different situations.
And, like I said, if you write it in your personal journal.
And then, if you will share some of your observations and thoughts about what was
going on. Why it happened.
How frequently the resonance or dissonance was appearing.
On the electronic discussions, you'll find that others are beginning to have
interesting related, if not very similar experiences.
In the process, I think this will help you reflect more on the day to day
experiences that you're having, with resonant and, unfortunately all too often
dissonant leaders. And again in the next module, we'll go
into the details of exactly how does this occur, how do we engage our resonance, or
unfortunately, how do we lose it, and slide into dissonance.
Thank you.