A concerned team gathered in a meeting room at ITSecure to address a recent security breach. The atmosphere was charged with anxiety. Evan, the team manager, began the meeting with a sharp tone. He questioned each team member individually, asking, “How did this happen? What do you suggest to fix this?” He had a retort and reprimand for every answer offered by the team. Accusations and protection rolled as the team debated repair plans. Evan's stress was obvious to all.

Purdue researchers Geoffrey VanderPal and Randy Brazie examined how managers' autonomic responses to stress influence how they respond to stress in the workplace and how those responses help or hinder organizational performance. Evan's approach showed emotionally reactive leadershipcharacterized by knee-jerk responses to problems, a focus on control, and an emphasis on short-term solutions. In Evan's case, his reactivity escalated his team's stress and prevented a quick resolution.

Fortunately, as the meeting wore on, Evan began to notice his effect on the team. He suddenly remembered a recent session with his executive coach and paused. He took a deep breath and changed his approach. He again asked for input from team members. But this time, he didn't interrupt or turn back. He took notes and then validated and built on the team's ideas. Slowly, the energy in the room shifted. Collaborative ideas it began to flow and a comprehensive plan emerged.

Evan's change in demeanor diffused the tension. Team members' self-protection gave way to collaboration as he focused on being present with followers, listening deeply, and responding thoughtfully. I call it Evan's new approach responsible leadershipa subject Dr. Daniele Smith-Morton writes as a tool for improving project results and strengthening team morale and cohesion.

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Developing responsible leadership

Responsible leadership involves a balanced consideration of knowledge, logical reasoning, and emotions, leading to responses that support the big picture. Responsible leadership is fostered when leaders develop three essential traits:

1. Empathic engagement: Responsible leaders consider their followers to be experts in their area. Therefore, these leaders actively listen and seek to understand their employees' perspectives. This requires empathy and listening to what their team members are saying without getting personally involved. Empathic engagement involves understanding and sharing the feelings of others, which helps leaders connect with their followers on a deeper level. Leaders can address underlying issues and support their team effectively by genuinely caring about their followers' perspectives and well-being.

2. Non-reactivity: Instead of reacting impulsively to problems, responsive leaders take a step back, gather information by observing their thoughts and feelings without reacting to them immediately, and then respond with thought and purpose.

This approach reduces misunderstandings, promotes emotional balance in the face of stress, and is considered essential for both OUTREACH AND emotional intelligence. These, in turn, lead to better results for the organization. Smith-Morton teaches leaders in her work to be okay with what is happening instead of allowing anxiety, anger, and frustration about the situation to take hold. Sometimes, this requires giving yourself time to catch your breath, collect yourself, and let reactions rise and fall before moving on.

3. Authentic presence: Authentic leadership presence is about being true to yourself while leading others. Leadership scholars Bruce Avolio and William Gardner is explained that this includes self-awareness, transparency of relationships and balanced decision-making. Practicing authentic leadership requires openness, ethical behavior, and consistent self-reflection. Consequently, receptive leaders are present in the here and now with leaders, taking care to be fully engaged and honest in their interactions with followers, culminating in an environment where followers feel valued and respected.

A useful metaphor for how reactive versus responsive leaders work is that of Chris Argyris and Peter Senge. The Ladder of Inference Modelwhich demonstrates our steps from observation to action. Reactive leaders generally jump to the top of the ladder based on assumptions and incomplete or biased information. In contrast, responsive leaders take the time to slowly ascend, gathering more data, questioning their assumptions, and seeking to understand different perspectives before taking action. This deliberate approach reduces misunderstandings and fosters a more thoughtful and inclusive decision-making process.

Related: You will not have a strong leadership presence until you possess these 5 attributes

Why responsible leadership?

Leaders who demonstrate responsiveness versus reactivity tend to produce several important organizational outcomes, such as:

1. Increased confidence: Leaders' authentic presence, active listening, and genuine concern for the well-being of followers naturally build strong interpersonal relationships based on trust and an environment of trust. My experience as a leader and consultant within organizations across sectors and industries is that being engaged and in the moment with another person creates a mutual sense of safety, connection and interpersonal respect, leading to greater understanding, cooperation and support. deep.

2. Improved team morale and performance: A responsive leader who demonstrates authenticity, empathy and non-reactivity creates a positive atmosphere that helps team members feel valued and heard. In turn, follower morale, job satisfaction, motivation, engagement and productivity increase. They are more likely to engage positively and contribute meaningfully to the organization's goals.

3. Better decision making: Leaders do more informed and comprehensive decisions considering different perspectives and gathering comprehensive information. This thoughtful approach minimizes mistakes and promotes innovative solutions, increasing the organization's ability to adapt and thrive. Morton-Smith explained that people are looking to really understand what's going on when they feel triggered. They can get to the root cause of what's really going on.

Related: How adaptive leaders can navigate uncertainty with agility

The power of the responsive leader lies in their ability to move beyond reactivity to foster empathy, trust, understanding and higher performance within their organization. The techniques discussed in this article provide a guide for leaders who aspire to cultivate a culture of acceptance, collaboration, and collective problem-solving. As leaders embrace these practices, they will increase their effectiveness and propel their organizations toward greater success and fulfillment.