Case
RESONANT LEADERSHIP STYLES IN ACTION: EXPERIENTIAL INSIGHTS FROM PAKISTANI ORGANIZATIONS
INDUSTRY :-
AREA :HUMAN RESOURCE MANAGEMENT/ORGANIZATIONAL BEHAVIOUR
ORGANIZATION :-
LENGTH :11
LUMS No :05-794-2025-1
PUBLICATION YEAR : 2025
ABSTRACT:
Successful organizations quickly respond and adapt to changes in the external environment and their internal capabilities. Adapting to change can be difficult especially when the change involves adapting production processes, streamlining operations, improving efficiency, forging new partnerships, embracing technology and automation, and complying with new regulatory requirements. This case study is aimed at helping undergraduate students and business executives understand how different leadership styles can be effectively applied to deal with an organization's changing external environment and internal capabilities. Drawing on Goleman's emotional intelligence-based resonant leadership framework (2017) , this study examines, through vignettes, the six leadership styles, i.e., visionary, affiliative, democratic, coaching, pacesetting, and commanding, adopted by corporate executives to deal with diverse workplace challenges. The vignettes are developed from the real workplace events shared by Executive MBA participants employed in Pakistani organizations. The names of participants and organizations have been disguised to maintain the anonymity and confidentiality of the respondents. The vignettes challenge participants to determine the leadership styles primarily used in the given situations, assess their relevance and adequacy, and critically discuss their pros and cons. This case study enables participants to understand the managerial implications of the resonant leadership styles, reflect on their personal experiences, and formulate strategies for addressing similar challenges in their organizations. (LUMS No. Assigned 14-May-2025)