A

TRAINING REPORT ON

RESONANT LEADERSHIP

Under the guidance of: Sudeshna Mukherjee BHEL HRDI (Noida)

Submitted by: Diksha UIMS, Jaipur

ACKNOWLEDGEMENT I take this opportunity to thank all the people who helped me with valuable inputs, guidance and suggestions during my tenure of project, without which this report would not have taken into final shape. My internal guideMrs. Sudeshna Mukherjee whose timely guidance and support at crucial junction made the undertaking of this project enriching learning experience I would also like to thank Ms. Jayati De and all the people who participated in this project directly or indirectly for providing constant motivation and support.

Diksha PGDM

CONTENTS
CHAPTER 1.
Company Profile Vision and Mission HRDI

CHAPTER 2.
Resonant Leadership-overview Relevance of leadership Leadership Styles

CHAPTER 3.
Literature Review Objectives Research Methodology

CHAPTER 4.
Scope and Limitations Recommendations Conclusion Questionnaire Bibliography

BHEL AN OVERVIEW

Established more than 40 years ago, BHEL is the largest engineering and manufacturing enterprise in India in the energyrelated/infrastructure sector today. The company has grown in stature over the years with continued inflow of orders,manufacturing process and continued thrust on technology leading to a strong presence in domestic and international marketsas a major supplier of power plant equipment besides establishing substantial inroads in select segment of productsin the industrial sector and railways. Bucking the uncertainties surrounding the global economic recovery, BHEL hasregistered during 2009-10, a top line growth of 22% with a turnover of Rs.34154Crore and net profit rising by 37%to Rs.4311Crore over the previous year. Order inflow during 2009-10 was at Rs.59037Crore with total orders inhand as on 31st March, 2010, of Rs.144312Crore. The company has realized the capability to deliver 15000MWp.a and the capacity expansion program to 20,000 MW p.a. by 2012 is underway. Currently, 74% of the total powergenerated in the country is through BHEL sets.BHEL caters to core sectors of the Indian Economy viz., Power Generation and Transmission, Industry, Transportation,Renewable Energy, Defenceetc. The wide network of BHELs 15 Manufacturing Divisions, 4 Power Sector Regional Centers,8 Service Centers, 15 Regional Offices, 4 Overseas Offices, 1 subsidiary and a large number of project sites spreadall over India and abroad enables the company to promptly serve its customers and provide them with suitable products,systems and services - efficiently and at competitive prices. The company has its footprints in more than 70 countriesall over the world. The company has entered into a number of strategic Joint Ventures in the supercritical segment toleverage equipment sales besides strategic partnerships with technology leaders for business enhancement inTransmission and transportation sectors. The Quality Systems as per ISO-9000 have taken deep roots in BHEL. The company has made significant achievements in Total Quality Management(TQM).

BHEL Activity Locations

NEW DELHI VADODARA NAGPUR PATNA KOLKATA VARANASI GOINDWAL HARIDWAR RUDRAPUR JAGDISHPUR JHANSI BHOPAL HYDERABAD BANGALORE RANIPET TIRUCHIRAPALLY CHENNAI CHANDIGARH VISAKHAPATNAM 8 Service Centres 14 Manufacturing units Registered Office & Corporate HQ: New Delhi 15 Regional Operations offices Corporate Research & Development Division : Hyd. Over 100 Project construction sites in India & Abroad

HUMAN RESOURCE DEVELOPMENT INSTITUTE (HRDI, NOIDA)

Set up in 1976 as Management Development Institute as per the recommendations of the first Corporate Plan of BHEL, it was named as Human Resource Development Institute (HRDI) in 1986.It has become the cornerstone of learning and apex center for HRD in BHEL supported by the HRD centers in units and Advanced Technical Education Centre in Hyderabad.

SPEARHEADING HRD INITIATIVES IN BHEL

Trough a systematic strategic long-term training process and several short term need based programmes based on comprehensive organizational research, HRDI enables Human resources in BHEL to unearth and polish their potential. Guided by the dynamic HRD policy developed in line with the changing requirement, HRDI develops long term plans and short term programmesfocussed on enhancing competency, strengthening Commitment and Culture building. Using a variety of methodologies, HRDI is carrying out identification of management development needs of executives at the levels of E5 and above and conducts programmes to satisfy the needs. HRDI is primarily responsible for the development of managerial abilities of executives at the levels of E5 and above but now plays the pivotal role for making HRD efforts effective throughout BHEL. HRDI is guiding and strengthening the Human Resource Development Centers at the Units.

RESONANT LEADERSHIP

The term resonant leader was popularized in a 2002 book titled Primal Leadership, written by Daniel Goleman, father of the concept of emotional intelligence, along with emotional intelligence researchers Richard Boyatzis and Annie McKee. Resonance is a powerful collective energy that reverberates among people and supports higher productivity, creativity, a sense of unity, a sense of purpose, and results. Resonance comes from our ability to use our own cognitive and biological systems to master skills of self-awareness, awareness of others, empathy, and emotional intelligence. As importantly, Resonant Leaders manage negative emotions, using them carefully, consciously and appropriately. Such leaders exude emotions that are contagious and affect all around them. These leaders are consciously attuned to people, focus them on a common cause, build a sense of community, and create a climate that unleashes peoples' passion, energy, and unified spirit. They are able to remain calm and stay focused in order to manage themselves and others effectively under stress and/or when dealing with ambiguous circumstances. Resonant leaders also facilitate empowerment, acting in ways that leave the people around them (colleagues, team members, employees, suppliers, community members, etc.) feeling stronger and more capable. They encourage participation and teamwork by staying intensely in touch with what those they lead are thinking and feeling to motivate and energize them.

Leadership as Relationship
In their new work, Boyatzis and McKee describe the resonant leader as one who has developed the emotional intelligence to connect with and sustain relationships with his or her team in order to be able to manage the emotional content of the organization. As Boyatzis puts it, Leaders who can create resonance are people who either intuitively understand or have worked hard to develop emotional intelligencenamely, the competencies of self-awareness, self-management, social awareness and relationship management. In addition to knowing and managing themselves well, emotionally intelligent leaders manage others emotions and build strong, trusting relationships. A great leader, he says, is not a person, its a relationship.

BHEL AT A GLANCE Financial overview

Rupees (In Million) 2008-09 Turnover Value Added Employee (Nos.) Profit Before Tax Profit After Tax Dividend Dividend Tax Retained Earnings Total Assets Net Worth Total Borrowings Debt : Equity Per Share (in Rupees) : - Net worth - Earnings Economic Value Added 264.32 64.11 20080 325.16 88.06 26700 23.02 37.36 32.97 280330 98940 45666 48490 31380 8320 1420 21640 395810 129390 1490 0.01 2009-10 341540 131710 46274 65910 43110 11410 1910 29790 469600 159170 1280 0.01 CHANGE (%) 21.83 33.12 1.33 35.92 37.38 37.14 36.17 37.62 18.64 23.02 -14.09 0.0

VISION, MISSION AND VALUES

Targets to be achieved by BHEL:

The capacity/synchronization target international operations is 20,185 MW.

covering

power, industry and

Need to streamline the delivery system to execute projects on time. Complete manufacturing capacity expansion by March 2012. Global sourcing, indigenization and Integrated Operations improvement initiatives to remain the focus so as to deliver better product quality at competitive cost. Growth in areas of nuclear power, transmission, transportation, water and renewable energy areas. Continue standardization of components and subsystems as well as increasing pace of developments in areas like IGCC, 765KV transmission etc. People development would be a priority area.

LEADERSHIP STYLES
Daniel Goleman, Richard Boyatzis and Annie McKee, in Primal Leadership, describe six styles of leading that have different effects on the emotions of the target followers. These are styles, not types. Any leader can use any style, and a good mix that is customised to the situation is generally the most effective approach.

The Visionary Leader

The Visionary Leader moves people towards a shared vision, telling them where to go but not how to get there - thus motivating them to struggle forwards. They openly share information, hence giving knowledge power to others. They can fail when trying to motivate more experienced experts or peers. This style is best when a new direction is needed. Overall, it has a very strong impact on the climate.

The Coaching Leader

The Coaching Leader connects wants to organizational goals, holding long conversations that reach beyond the workplace, helping people find strengths and weaknesses and tying these to career aspirations and actions. They are good at delegating challenging assignments, demonstrating faith that demands justification and which leads to high levels of loyalty. Done badly, this style looks like micromanaging. It is best used when individuals need to build long-term capabilities. It has a highly positive impact on the climate.

The Affiliative Leader

The Affiliative Leader creates people connections and thus harmony within the organization. It is a very collaborative style which focuses on emotional needs over work needs. When done badly, it avoids emotionally distressing situations such as negative feedback. Done well, it is often used alongside visionary leadership. It is best used for healing rifts and getting through stressful situations. It has a positive impact on climate.

The Democratic Leader

The Democratic Leader acts to value inputs and commitment via participation, listening to both the bad and the good news. When done badly, it looks like lots of listening but very little effective action.

It is best used to gain buy-in or when simple inputs are needed ( whenyou are uncertain). It has a positive impact on climate.

The Pace-setting Leader

The Pace-setting Leader builds challenge and exciting goals for people, expecting excellence and often exemplifying it themselves. They identify poor performers and demand more of them. If necessary, they will roll up their sleeves and rescue the situation themselves. They tend to be low on guidance, expecting people to know what to do. They get short term results but over the long term this style can lead to exhaustion and decline. Done badly, it lacks Emotional Intelligence, especially self-management. A classic problem happens when the 'star techie' gets promoted. It is best used for results from a motivated and competent team. It often has a very negative effect on climate (because it is often poorly done).

The Commanding Leader

The Commanding Leader soothes fears and gives clear directions by his or her powerful stance, commanding and expecting full compliance (agreement is not needed). They need emotional self-control for success and can seem cold and distant. This approach is best in times of crisis when you need unquestioned rapid action and with problem employees who do not respond to other methods. The first four visionary, coaching, affiliative and democratic create the kind of resonance that boosts performance. The other two pace-setting and commanding actually create dissonance and should be used with caution. This is not to say that pace-setting and commanding dont get results, as they do. However, you will find that they are not sustainable. The results tend to spike upwards and then fall back off. They require continued input of energy to continue the results. The most effective leader will embody all six of these styles at different times . Learning the ability to flex is one of the most critical parts of leadership. We have all worked with the visionary whose long-range ideas were fabulous but never gave the most basic of action steps to accomplish. We have worked with the democratic leader who tended to be handcuffed when the situation required high direction. Each style has its major gift and the time when it should not be used. As a leader, taking the time to learn these types of style differences along with the timing of when you might move between them is critical to long term success.

LITERATURE REVIEW

1. In Resonant Leadership: a new kind of leadership for the digital age. Journal of business strategy, by Annie McKee, (Co-chair and Managing Director and Richard Massimilian is a Senior Consultant, at the TeleosLeadership Institute, Philadelphia, U.S.A.) The authors contend that the current, intensive emphasis on short term results prevalent in much of corporate America unwittingly undercuts the ability of companies to achieve long term financial success. Given the always on nature of life for senior executives in the Digital Age, leaders find themselves subject tremendous, ever increasing pressures and a perceived and/or real need to work harder and longer. The mental, physical and psychological toll extracted by these pressures overtime leads to escalating personal sacrifice and ultimately, if unaddressed to the well known phenomenon known as burnout. Through recognizing what the authors refer to as the Cycle of Sacrifice and Renewal, executives can renew themselves using Mindfulness, Hope and Compassion. Through renewal, senior leaders can counteract the efforts of work-related pressures, perform at their over the long-term and lead their organizations to sustained long term financial success. Findings- The author discuss the Cycle of Sacrifice and Renewal as well as Mindfulness, Hope and Compassion,Defining each term and explain the relevance of each to a leader committed to achieving sustained, long term performance.

2. In Creating Resonance at Workplace by Patrick J. Psaila(a registered psychologist, an Internationally Licensed Master Practitioner of NLP and full member of the Society of NLP) explains how leading from within and focusing on our inner growth and development we can create a vibrant organizational climate build on respect, dignity and compassion towards people. We have also seen how through constant renewal, we can avoid slipping into dissonance, which is the default consequence if we neglect the warning signs and wake up calls that occur within and around us. She concludes by

saying that unfortunately, in todays business environment organizations tend to encourage a quasi-Machiavellian approach where business ends justify the means irrespective of values and human casualties. Current research into organizational behaviour and business success clearly indicates that the high adrenaline, crisis driven environment is detrimental to both individuals and to organizations. Resonant organizations are the key to long term sustainable business success. It is the people who drive our organizations and only through creating optimal environments for excellence in performance we can meet the ever increasing challenges of the business environment.

3. In Becoming A Resonant Leader by Annie McKee, Richard Boyatzis and Frances Johnson uses a well researched, well-documented and practical approach. The book provides an actual guidebook for change. It begins with the premise that great leadership is a combination of natural ability with learned behaviors. It encourages leaders to dig deep into their own goals and interests and then define those things for both themselves and the companies they lead. Anyone who wants to become a resonant leader should ask themselves: Why would anyone follow me? Am I inspirational? How am I leveraging my strengths as a leader? The strengths of those around me? Do I create an overall positive emotional tone that is characterized by hope? Am I in touch with others? Do I really know what is on others hearts and minds? How do I show this? Do I regularly experience and demonstrate compassion? How? Am I authentic and in tune with myself, others and the environment? How can people see this in me? A careful look at the answers to these key questions will help leaders to begin the journey that will help them develop emotional intelligence, build resonance and renew themselves and passion for their lives and their work.

4. In order to able to properly understand the six leadership styles Goleman introduces in his book Primal Leadership(2002, with Richard Boyatzis and Annie ,McKee), it is useful for you to understand his human communication/interaction concept or resonance. In view of Goleman, good leaders are effective because they create resonance. For him creation of resonance can be done in six ways.leading to Six Leadership Styles. Typically, the most effective leaders can act according to and skilfully switch between the various styles depending upon the situation.

OBJECTIVES
With a high rate of attrition and a significant number of baby boomers at vital positions retiring in the coming decade, BHEL along with many other private and public sector will soon be experiencing acute shortage of manpower especially at the top level. This is a corporate threat for any organization and thus the organization shall make sincere efforts towards the succession planning of the present employees to take up the key leading roles in future. Here comes the importance of identifying the potential leaders with high level of Resonance i.e. emotional intelligence. The prime objective of the study is to find out the level of emotional intelligence measured in terms of Emotional Maturity, Emotional Sensitivity and Emotional Competency among the employees of BHEL so that result of the study can be used as an input for training and developing the employees and have a rich and balanced succession planning for the top management. The study also aims to highlight the significance of resonant leadership in todays competitive environment and the pressing need on the part of management to make sincere efforts to develop emotional intelligence among its employees.

RESEARCH METHODOLOGY
The resonant leadership survey of BHEL, executives conducted by HRDI is a major step towards success. This report discusses the findings of the survey conducted from 15/06/2011 to 10/08/2011 of employees, particularly the executives of BHEL branches spread across the states. The age of the employees ranges from 20-60. A total of around 111 employees form the data base comprising of various sectors and units in the organization. The survey asked questions in order to understand various aspects of resonant leadership amongst the employees working within the company. To assess the resonance, we need to measure the emotional intelligence of employees. It is widely believed that a leader can only be resonant if he/she intuitively understand or have worked hard to develop emotional intelligence. Questions asked were aligned with the objectives underlined in the research proposal. Employees were asked their names, age, gender, designation and department to assist the analysis of the study in greater detail.

RESEARCH DESIGN:
Research design is the conceptual structure within which the research is conducted. It constitutes the blue print for the collection measurement and analysis of data for the preparation of effective research.

Sample size:- The sample size was 111 employees who were working with BHEL. Sample procedure:- Simple random sampling is used as a means to collect data. Data collection instrument:- The study is based upon the analysis and interpretation of questionnaire. The survey instrument included 15 close ended questions including their demographic data as well.

Questionnaire Design:
The starting point for the selection of the questionnaire was to go through various surveys and research studies already conducted in the given topic. As mentioned above that leaders who can create resonance have developed emotional intelligence namely the competencies of self awareness, self management, social awareness and relationship management. The present EQ questionnaire is based on the operational definition of emotional intelligence in the Indian context. Emotional intelligence is the ability of an individual to appropriately and successfully respond to a vast variety emotional stimuli being elicited from the inner self and immediate environment. Emotional intelligence constitutes three psychological dimensions such as emotional competency, emotional maturity and emotional sensitivity, which motivate an individual to recognize truthfully, interpret honestly and handle tactfully the dynamics of human behavior. This test comprises of 15 question and measures all the three emotional dimensions - emotional competencies, emotional maturity emotional sensitivity.

SCORING TABLE

Question No. 1.

2.

3.

Response a. b. c. d. a. b. c. d. a. b. c.

Score 20 0 5 15 0 5 5 15 0 20 5

Explanation Emotional competency when frustrated people respond in ways which are emotionally not intelligent, Response (a) is most suitable.

Emotional sensitivity empathizing and helping people in distress reflects high EQ, response (d) is best. Emotional competency learning to avoid ego problems and have healthy interpersonal relations reflects high

4.

d. a. b. c. d. a. b. c. d. a. b. c. d. a. b. c. d. a. b. c. d.

10 20 10 5 0 0 20 15 10 5 10 20 0 0 20 15 0 5 0 20 15

5.

EQ, response (b) is best. Emotional competency emotional self control during angry situation helps to cool down temper, response (a) is best. Emotional competency the situation measures levels of optimism, response (b) is best. Emotional competency communicating yourself to others effectively is an important emotional competency, response (c) is the best. Emotional maturity adapting to a given situation reflects high EQ, response (b) seems most appropriate. Emotional sensitivity interpretation of human expressions and responding to them with sensitivity and human touch reflects emotional intelligence, response (c) appears most suitable. Emotional maturity appreciating others view point require high EQ, response (c) is the best. Emotional competency learning to avoid negativity of emotions is a sign of emotional intelligence, response (d) appears most appropriate. Emotional sensitivity maintaining rapport, harmony and comfort while dealing with groups reflect high emotional intelligence, response (d) appears most appropriate.

6.

7.

8.

9.

10.

a. b. c. d. a. b. c. d. a. b. c. d.

0 5 20 15 0 5 5 20 5 5 5 20

11.

12.

a. b. c. d. a. b. c. d. a. b. c. d. a. b. c. d.

20 0 5 5 0 5 20 5 5 10 0 20 5 20 0 10

13.

14.

Emotional maturity delaying the gratification of reacting to the situation instantaneously, you may come out as a winner, response (a) is the most suitable. Emotional competency tackling ego problems in interpersonal life is a sign of emotional competency, response (c) is most appropriate. Emotional competency handling a inferiority complex reflects high EQ, response (d) is most suitable. Emotional sensitivity to understand how others evaluate and relate to you reflects high EQ, response (b) seems most appropriate.

15.

Interpretation of scores

Scores
285 and above 259-284 200-249 150-199 P-90 P-75 P-50 P-40

Percentile

Interpretation
Extremely high EQ High EQ Moderate EQ Low EQ

149 and Below

P-15

Vey low EQ

The Questionnaire was selected keeping all the objectives of the research study in mind. The questions are a compilation of the real life situations experienced by individuals in their day to day life. The situations were selected in the test to avoid response bias such as faking good or social desirabilityby the respondents. Its an individuals tendency to conform to social norms. In the present context, only such situations which have been deemed relatively neutral with regard to social desirability tendency were introduced.

Reliability of the test

Reliability is the first and primary requisite of any measuring instrument. Reliability refers to internal consistency and temporal stability of the measurement. When the test yields consistent results upon testing and retesting, it is said to have temporal stability. For the present questionnaire, test-retest and split-half reliabilities were computed. The retest reliability was done on 70(males and females) and was found to be . The split-half reliability method measures internal consistency of test scores. The data collected in the case of retest on ____ subjects, was taken for split-half reliability. The whole data was divided into two halves, namely, even and odd as well as first half and second half for the total scale. The split-half reliability in the case of odd-even items was ____ and for the first half and second half was ____. As both the reliability coefficients are significantly higher, hence indicates that the present EQ scale enjoys high reliability.

Validity of the test

In psychological measurement, the problem of validity arises because the measurement instruments are indirect. As these instruments are indirect measures, it is very essential to gather sufficient evidence to support that the test measures the traits of characteristicsfor which it was designed. Validity of a test is concerned with what it measures and how well it measures. In the present case, Validity was determined with the help of two techniques: a) Face validity b) Empirical validity Face validity is confirmed for the test as seen by the agreement of the experts on psychological, behavioural and emotional aspects found the test valid. The empirical validityof the scales was assessed by correlating the scale with external criteria. The validity was found to be high which indicates that the present test is valid.

SCOPE AND LIMITATIONS

Scope:
1. The research is conducted to assess the resonant leadership and hence the EQ in an organization and whether the executives of BHEL possess the same. 2. A standard Questionnaire was used to find out the emotional quotient of the employees and whether he has self-awareness and social-awareness. 3. The questionnaire will help us to infer whether the employees have emotional competence, emotional maturity and emotional sensitivity. 4. It will help us to give appropriate suggestions to the organization in areas where improvement is needed. The study will throw light on the leadership skills that exists in BHEL employees.

Limitations:
1. The research was done over a period of seven to eight weeks because of time constraints. Also the sample size availed was not sufficiently large. 2. The questionnaire has been answered by each individual with his/her perception of resonant leadership so it might not be a proper representative of the entire organization. 3. Due to certain limitations the data could not be obtained from employees working in a project/site. 4. The ratio of female to male employees is very less, hence a true picture of the situation may not be reflected.

RECOMMENDATIONS

In order to have a greater emotional maturity among the employees specially the leaders of the organization and also how emotional quotient can be used by an organization, the following is recommended: 1. The main foundation of EQ include self-awareness,optimism and empathy, which many develop in early life. Other foundations of EQ are developed only through experience such as perception, persuasiveness and tact. Though it isnt easy to change the early imprints of life, HR can create learning environments within the workplace that help employees to continue to develop their social manifestations of EQ or interpersonal skills.

2. The organization shall provide a framework for all employees through Emotional Intelligence Tests which would help them rate their ability to regulate their emotions in a healthy and balanced manner. After completion of the test, they shall be provided with their greater emotional strengths and weakness, with an option to have a detailed evaluation of their aptitude in each emotional category. Based on the results of the test, the employees who score low on emotional intelligence may be recommended trainings like role plays, team building exercises etc. 3. Also executives coaching and the use of workplace tools such as 360-degree feedback in which one receive input not only from the seniors but also from those with whom they work. This may help them in getting aware about their incapabilities and work towards it.

4. Organization can consider providing sensitivity training with a balanced mix of audio and visual stimulators to senior and middle level executives so that they can start understanding one anothers viewpoints in a better fashion. Sensitivity trainings will make them undergo catharsis and help them vent out their toxic emotions.

5. When emotional maturity is low, then handling conflict situation becomes difficult. Hence, it is suggested that the executives may be trained in conflict management skills. Employees should also be encouraged to have Participative Management within their groups or teams. Managers who are seen as good at listening to others and gaining their input before implementing change are likely to be assessed as good at cooperating with others, are able to find pleasure in life, able to foster relationships, control impulses and understand their own emotions and the emotions of others.

6. The scores of emotional quotient of employees may be used by an organization as an input for their career development also. If the extent to which an employee is able to identify, assess and control the emotions of one-self, of others and of groups, is linked with his/her career progression in terms of promotions, he/she will be more inclined to work towards improving his/her attitude and behaviour.

7. As far as junior level executives are concerned, concept of mentoring can be introduced. Mentors can help the executives not only in professional issues but also in present issues. In case, a good rapport develops between the mentor and the mentee, then the mentor can act as a father figure to the mentee.

8. HR should also try to align the emotional intelligence of an employee with his work profile to ensure a balanced Person-Job-fit . This input can be used to find the correct fit for a particular position at the time of recruitment.

9. The last but not the least way to enhance emotional quotient of any high performing team is to lead by example. The leadership of the company shall best exemplify how emotional intelligence can give a person competitive edge in his professional as well as personal life. Moreover, with a significant number of top management retiring in the coming few years, the organization must not overlook

the importance of incorporating the aspect of emotional intelligence while identifying and developing internal people with the potential to fill key leadership positions.

CONCLUSION
The concept of Resonant leadership offers a holistic view of management. A leaders essential humanity and the physical, mental and emotional triggers make leadership strong or weak. The successful conditions in the workplace where leaders manage in todays work environment face a discord that develops when the emotional component is short-changed and leaders move away from mindfulness, hope and compassion. When coupled with concrete, step by step strategies and guideposts, these essential concepts are translated into practical and profound tangible benefits.

Great leaders build resonant relationships with those around them. Emotional intelligence is a key ingredient in producing those relationships and described how to develop emotional intelligence in oneself and others. Leaders can create resonance in their relationships, their teams and their organizations. Resonant leaders are hence, individuals who manage their own and others emotions in ways that drive success. Resonant leadership offers the inspiration and tools to spark and sustain resonance in ourselves and in those we lead. Leaders can flex their emotional muscles to become better at what they do.

BHEL has a progressive and employee friendly organization that has to have a strong conviction and believes that continuous thrust on learning by the employees would be the most unique proposition to yield results and would be the source of sustainable key competitive advantage. The company is already quite proactive in the area of human resource development.

Coaching, mentoring experience sharing and knowledge management, continued training and development efforts are the essential elements of a sustainable development strategy. In the context of BHEL, executives at all levels are to be encouraged to develop their subordinates with requisite knowledge competencies and skill tests, which helps overall

development of employee in harnessing his potential to the best utilisation of the organisation. Even in the front of Performance Management system an executive is required to be assessed on decision making ability, leadership qualities, potential for taking higher responsibilities as Team Leader among other parameters which include work output, team orientation etc.

QUESTIONNAIRE

NAME OF THE EMPLOYEE: DATE OF TRAINING: DESIGNATION:

This test measures some areas of your personal and professional life. This is a psychological test that will help you to know more about yourself. The 15 question in this test will measure your emotional reactions to different situations. Answer on the basis of how you FEEL and NOT how you THINK. There are no right or wrong answers. Answer honestly and do not spend too much time on any one item. Usually your first response is the best response. Do not leave any question unanswered and complete the test in a single sitting.

Q1. You have been ignored for a promotion by the management for which you are eligible. Moreover, one of your juniors has been promoted. You are upset and feel frustrated. What do you do? a) Talk it over with your boss and ask for reconsideration of the managements decision. b) Start abusing the colleague who superseded you. c) Move to court and obtain a stay order to get justice. d) Identify your shortcomings and try to improve your performance.

Q2. A freshly recruited professional graduate joins your organization as a management trainee. After a few weeks, she complains to you that her superiors and subordinates were not taking her seriously. What will you suggest to her? a) Ask her to handle the situation herself and not bother you with trivial matters. b) Tell her that such behavior should be ignored. c) Ask her to be bold, face the challenge and overcome the problem. d) Empathize with her and help her figure out ways to get others to work with her.

Q3. At the workplace, due to some misunderstanding, your colleagues stop talking to you. You are convinced that it was no fault of yours. How will you react? a) Wait till they come and start talking to you. b) Take the initiative, go forward and start talking to them. c) Let things take their own time to improve. d) Ask someone to mediate.

Q4. You get into an argument with your colleague in the course of which you end up personally attacking him/her. However, you never intended to tarnish the image of your colleague. How will you tackle this ugly situation? a) Sit calmly and consider what triggered off the argument and was it possible to control your anger at that point of time. b) Avoid future arguments and leave the scene. c) Apologize to your colleague. d) Continue with the argument till you reach some definite conclusions.

Q5. Imagine you are an insurance salesperson approaching perspective clients to purchase insurance policies. A dozen people in a row slam the door on your face. What will you do? a) Blame yourself and stop work for the day. b) Reassess your capabilities as an insurance salesperson. c) Come out with fresh strategies to overcome similar situations in future. d) Contact the clients again some other day.

Q6. While speaking to your audience, you: a) Find it difficult to convey your ideas. b) Find that only a part of the audience follows your speech. c) Are comfortable in conveying your ideas to the audience.

d) Dont know if the audience is following you or not.

Q7. You are on an aircraft and suddenly the pilot announces that it has been hijacked by the terrorists. Everyone is in a state of shock. What will be your reaction? a) Blame yourself for choosing an inauspicious day for travelling. b) Be in emotional control and attend to the instructions of the pilot/air hostess. c) Continue to read your magazine and pay little attention to the incident. d) Cry out and vow not to travel by air in future.

Q8. Imagine that you are a police officer posted in a sensitive are. You get information of violent ethnic clashes between two religious communities in which people have been killed from both sides and property damaged. What actions will you take? a) Decide not to visit the spot personally as there maybe a danger to your life. b) Relax; this is not the first time riots have occurred. c) Try to handle the situation by taking all desired remedial measures. d) Reach the spot and assuage the feelings of the victim.

Q9. Your grown up son starts arguing with you every now and then. He tells you that you cannot impose your outdated attitudes and irrelevant values on him. How will you tackle him? a) Accept his statement in helplessness and take a low-profile position in the family. b) Send him to a psychologist to learn adjust with his environment. c) Manage your feelings and explain your point of view as patiently as possible. d) Talk to him and understand his feelings, beliefs and attitudes.

Q10. In an argument if you lose, you: a) Feel totally beaten. b) Wait for the next opportunity to beat your opponents.

c) Winning and losing are part of the game. d) Analyze the reasons for the loss.

Q11. You are a professor in a college; while taking a class, a student comments that you have not prepared the topic properly and you are just passing the time. How will you react? a)Report to the principal of the college about the behavior of the student. b) Ask the student to leave the classroom. c) Ask him/her to meet you after the class in your chamber to explain what he/she wants. d) Listen to the needs of the class and promise to prepare the topic properly in future. Q12. As the CEO of the company, while taking a meeting with the union, one of the union leaders levels serious allegations of corruption and favoritism against you. How will you react? a) Continue with the discussion and listen to their demands with a cool head. b) Suspend the union leader from the job. c) Cancel further negotiation and ask the union leader to apologize first. d) Leave the room after assigning the responsibility to your subordinate to continue with the meeting.

Q13. You had an argument with your spouse on some trivial family matter and are not on speaking terms for sometime. The situation is causing mental disturbance to both of you. What will you do? a) Stick to your stand; after all you were never at fault. b) Ask your spouse to mend ways if he/she wants peace at home. c) Try to break the ice by analyzing the reasons for the conflict and ease the situation. d) Wait for your spouse to make the first move to restore normalcy.

Q14. You hail from a rural area and take admission in a city college. You find your classmates taunting you as you are not smart and are unable to speak good English. How do you react?

a) Ignore them. b) Shout back and tell them to mind their own business. c) Leave studies half way and go back to your village. d) Accept their challenge and prove that you can match them.

Q15. When someone directly criticizes your behavior: a) Tend to aloes up and stop listening. b) Carefully listen to their opinion. c) Tend to get upset about it. d) Think of ways to change your behavior.

DESIGNATIONS

Designation
Executive Engineer Senior Engineer Accounts officer AGM13 Deputy Manager DGM Consultant Surgery Manager SDGM Senior Manager General Manager Grand Total111

Count of Designation
04 16 04 01 15 08 01 19 13 15 02

Count of Designation
20 18 16 14 12 10 8 6 4 2 0

Count of Designation

BIBLIOGRAPHY

Books:Richard Boyatzis and Annie McKee(2005), Resonant Leaderhip, Harvard Business School Press Primal Leadership (Goleman, Boyatzis and McKee, 2002)

Website:www.bhel.com www.bhelpsnr.co.in