diksha report

8/3/2019 Diksha Report

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ATRAINING REPORT

ON

RESONANT LEADERSHIP

Under the guidance of: Submitted by:

Sudeshna Mukherjee Diksha

BHEL HRDI (Noida) UIMS, Jaipur
http://en.wikipedia.org/wiki/File:BHEL_Logo.svg


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ACKNOWLEDGEMENT

I take this opportunity to thank all the people who helped me

with valuable inputs, guidance and suggestions during my tenureof 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 thankMs. Jayati De and all the peoplewho participated in this project directly or indirectly for

providing constant motivation and support.

Diksha

PGDM


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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


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BHELAN OVERVIEW

Established more than 40 years ago, BHEL is the largest engineering and manufacturingenterprise in India in the energyrelated/infrastructure sector today. The company has grown instature 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.59037Crorewith 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. by2012 is underway. Currently, 74% of the total powergenerated in the country is through BHELsets.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 itscustomers 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 businessenhancement 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).


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BHELActivity 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


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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) in1986.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.


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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, HRDIdevelops 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 managementdevelopment 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 ofexecutives at the levels of E5 and above but now plays the pivotal role for making HRD effortseffective throughout BHEL. HRDI is guiding and strengthening the Human Resource

Development Centers at the Units.


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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 fromour 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 ofcommunity, 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 ofself-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.
http://www.amazon.com/Primal-Leadership-Realizing-Emotional-Intelligence/dp/157851486Xhttp://www.amazon.com/Primal-Leadership-Realizing-Emotional-Intelligence/dp/157851486Xhttp://www.amazon.com/Primal-Leadership-Realizing-Emotional-Intelligence/dp/157851486X


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BHEL AT A GLANCE

Financial overview

Rupees (In Million)

2008-09 2009-10 CHANGE (%)

Turnover 280330 341540 21.83

Value Added 98940 131710 33.12

Employee (Nos.) 45666 46274 1.33

Profit Before Tax 48490 65910 35.92

Profit After Tax 31380 43110 37.38

Dividend 8320 11410 37.14

Dividend Tax 1420 1910 36.17

Retained Earnings 21640 29790 37.62

Total Assets 395810 469600 18.64

Net Worth 129390 159170 23.02

Total Borrowings 1490 1280 -14.09

Debt : Equity 0.01 0.01 0.0

Per Share (in Rupees) :

- Net worth 264.32 325.16 23.02

- Earnings 64.11 88.06 37.36

Economic Value Added 20080 26700 32.97


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VISION, MISSION AND VALUES


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Targets to be achieved by BHEL:

The capacity/synchronization target covering power, industry andinternational operations is 20,185 MW.

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.


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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 nothow 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 thatreach 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.


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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 excellenceand 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 powerfulstance, 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 resonancethat 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 andcommanding 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 thevisionary 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 ofwhen you might move between them is critical to long term success.


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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 pressuresand 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 termfinancial 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


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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 FrancesJohnson 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.


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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.


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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 beexperiencing 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. Herecomes 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 theemployees 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 intodays competitive environment and the pressing need on the part of management to make

sincere efforts to develop emotional intelligence among its employees.


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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 to10/08/2011 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 inthe 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 theirdemographic data as well.


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Questionnaire Design:

The starting point for the selection of the questionnaire was to go through various surveys andresearch studies already conducted in the given topic. As mentioned above that leaders who

can create resonance have developed emotional intelligence namely the competencies of selfawareness, 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 immediateenvironment. 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 emotionaldimensions - emotional competencies, emotional maturity emotional sensitivity.

SCORING TABLE

Question No. Response Score Explanation

1. a.

b.

c.

d.

20

0

5

15

Emotional competencywhen frustratedpeople respond in ways which are

emotionally not intelligent, Response (a) is

most suitable.

2. a.b.

c.

d.

05

5

15

Emotional sensitivityempathizingand helping people in distress

reflects high EQ, response (d) is best.

3. a.

b.

c.

0

20

5

Emotional competencylearning to

avoid ego problems and have healthy

interpersonal relations reflects high


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d. 10 EQ, response (b) is best.4. a.

b.

c.

d.

20

10

5

0

Emotional competencyemotional

self control during angry situation

helps to cool down temper, response

(a) is best.5. a.

b.

c.

d.

0

20

15

10

Emotional competencythe

situation measures levels of

optimism, response (b) is best.

6. a.

b.

c.

d.

5

10

20

0

Emotional competency

communicating yourself to others

effectively is an important emotional

competency, response (c) is the best.7. a.

b.

c.

d.

0

20

15

0

Emotional maturityadapting to a

given situation reflects high EQ,

response (b) seems most appropriate.

8. a.

b.

c.

d.

5

0

20

15

Emotional sensitivityinterpretation

of human expressions and

responding to them with sensitivity

and human touch reflects emotional

intelligence, response (c) appearsmost suitable.9. a.

b.

c.

d.

0

5

20

15

Emotional maturityappreciating

others view point require high EQ,

response (c) is the best.

10. a.

b.

c.

d.

0

5

5

20

Emotional competencylearning to

avoid negativity of emotions is a sign

of emotional intelligence, response

(d) appears most appropriate.11. a.

b.

c.

d.

5

5

5

20

Emotional sensitivitymaintaining

rapport, harmony and comfort while

dealing with groups reflect high

emotional intelligence, response (d)

appears most appropriate.


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12. a.

b.

c.

d.

20

0

5

5

Emotional maturitydelaying the

gratification of reacting to the

situation instantaneously, you may

come out as a winner, response (a) is

the most suitable.13. a.

b.

c.

d.

0

5

20

5

Emotional competencytackling

ego problems in interpersonal life is

a sign of emotional competency,

response (c) is most appropriate.14. a.

b.

c.

d.

5

10

0

20

Emotional competencyhandling a

inferiority complex reflects high EQ,

response (d) is most suitable.

15. a.

b.

c.

d.

5

20

0

10

Emotional sensitivityto understand

how others evaluate and relate to you

reflects high EQ, response (b) seems

most appropriate.

Interpretation of scores

Scores Percentile Interpretation

285 and aboveP-90 Extremely high EQ

259-284P-75 High EQ

200-249P-50 Moderate EQ

150-199P-40 Low EQ


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149 and BelowP-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.


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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 characteristicsforwhich 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.


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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.


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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.


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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 emotionalintelligence 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


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the importance of incorporating the aspect of emotional intelligence while identifying and

developing internal people with the potential to fill key leadership positions.


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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


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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.


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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 muchtime 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.


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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 youranger 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 purchaseinsurance 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.


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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 ofviolent 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.


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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 unionleaders 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?


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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.


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DESIGNATIONS

Designation Count of Designation

Executive 04

Engineer 16

Senior Engineer 04

Accounts officer 01

AGM13

Deputy Manager 15

DGM 08

Consultant Surgery 01

Manager 19

SDGM 13

Senior Manager 15

General Manager 02

Grand Total111

02

4

6

8

10

12

14

16

18

20

Count of Designation

Count of Designation


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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
http://www.bhel.com/http://www.bhel.com/http://www.bhelpsnr.co.in/http://www.bhelpsnr.co.in/http://www.bhelpsnr.co.in/http://www.bhel.com/


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diksha report

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