PRIMAL LEADERSHIP

GROUP MEMBERS

Fatematuzzohra
Saimum Sairas
Tahsin Ahmed
Shahab Uddin
Md. Maruf Hasan
‘Emotionally intelligent men & women
- finish first’
Emotional maturity: self awareness, empathy
‘Smile & the whole world
smiles with you’
Emotional style
Mood contagion
 Depressed , ruthless
boss = Toxic
A leader’s organization filled with
negativity
primal task is
- Emotional Inspirational leader=

Leadership Cultivate positive

employees
 Emotional Leadership isn’t just
putting on a game face everyday ❌
CEO disease

Understanding leader’s impact on others ✅

& Adjusting leader’s style accordingly ✅
OPEN-LOOP LIMBIC SYSTEM OF OUR BRAIN

• The human brain has an open-loop system where emotions are regulated
externally, meaning we rely on connections with others to determine our moods.
• This open-loop design really means we are “wired” to pick up subtle emotional
cues from others, which can impact our own emotional state.
• Emotions can be transferred between individuals, affecting their physiology,
including hormone levels, cardiovascular functions, sleep rhythms, and immune
functions.
• Studies show that emotions are shared in groups and can be "caught" by others.
 THE UNDERRATED IMPACT OF A
LEADER’S MOOD

Influence on Workplace Employee Customer Decision Making

Performance Atmosphere Morale and Satisfaction
Retention
 DOES IT MAKE SENSE FOR A
LEADER TO BE CHEERFUL LIKE
BLUE JAY AT DAWN EVEN IF HIS
BUSINESS IS GOING DOWN?
 “Resonance” Resonant leader relies on the
emotional intelligence components
The ability to synchronize
Self-awareness
with people
Self-management

Social-awareness

Relationship-management
•According to research an alarming
number of leaders do not have
resonance with their organizations.
Rather they suffer from CEO
disease.
 Steps for greater emotional intelligence:

1. Who do you want to be?

STRENGTHENING 2. Who are you now?

EMOTIONAL 3. How do you get here to there?
LEADERSHIP 4. How to you make change stick ?
5. Who can help you?
 “Who do I want to be?”
Imagine yourself as a highly effective leader
what do you see

Low-level of Self-awareness High-level of Self-awareness

 “Who am I now?”

⮚ Get to learn your leadership

style as others do

⮚ Try to understand your

strengths and weaknesses

⮚ Self-delusion should come in

very small doses

⮚ Feedback from the

organization: 360 Degree
appraisal system
 “How do I get from here to there?”

❑ Devise an action plan for

closing the gap between
who you are and who you
want to be!

✔ Know subordinates better

✔ Meet outside of work
✔ Overcome ingrained
behaviors
RESONANCE IN TIMES OF CRISIS

• Leaders should be upbeat,

behavior must be rooted in
realism, especially in the
time of crisis.
• Show people the way, step
by step, and make sure
you’re taking care of their
concerns.
• Letting your people know
that you really do care for
themselves.
• Most crucial emotional
tasks of leadership:
expressed the shared
emotional reality.
“HOW DO I MAKE
CHANGE STICK?”
• At first, Making change last requires
practice

• Rehearse a new behavior until it automatic

• Use visualization technique: imagining

something in vivid detail can fire the same
brain cells actually involved in doing that
activity.
“WHO CAN HELP ME?”

Discuss career plan and

Creating a community of
how to provide leadership:
supporters: Learning
Both work and personal
groups
lives

Develop a strong mutual

Get feedback: To assess
trust and began relying on
progress on your learning
one another: Strengthening
agenda
leadership abilities
 MOOD OVER MATTER

✔ The task of primal leadership: managing your mood and the moods of your followers

✔ Mood and actions together must resonate with the organization and with reality

✔ Emotional leadership is the spark that ignites a company’s performance: Creating a bonfire of success or a
landscape of ashes
Contradictory Points

High Emotional Intelligence can lead to a few issues:

1. Overemphasis on consensus.
2. The avoidance of tough decisions.
3. Burnout.
CONTRADICTORY POINTS

• A paper titled "Emotion Elicitation: A Comparison of Pictures and Films" (Gross &
Levenson, 1995) pointed out that emotions are not simply contagious but also
significantly mediated by cognitive appraisal. This suggest emotional response
isn't purely a function of the open-loop system of our brain but also
depends on cognitive processes(e.g: perception, attention, memory,
learning, problem solving etc.).
• While the impact of a leader's mood on the work environment is generally
accepted, there are some limitations to this theory.
THE IMPACT OF A LEADER'S MOOD IS
UNDERRATED FOR A REASON!
i. The emotional resilience of employees can mitigate the impact of a leader's mood. One study by Côté, S. in
2014, titled "Emotional Intelligence and Career Success: Mediating Effects and Cultural Moderation," published in
the Journal of Organizational Behavior explicitly discussed that this resilience allows the employees to maintain
their productivity and job satisfaction, regardless of their leader's emotional state. might have less of an impact

ii. Highly task-oriented or technical roles might have less of an impact on the leader's mood. In these
situations, performance might be more closely tied to individual skills and competencies rather than the emotional
climate created by the leader. For example, the role of Data Analysts, Machine Operators, Accountants, Civil
Engineers, Medical Technologists etc. Some non technical/ task oriented jobs would be Creative Professionals,
Event Planners, Human Resources Professionals, Therapists, Teachers etc