1. Presented by Dr. Cary D. Adkinson
Assistant Professor of Criminal Justice
May 20th, 2014

6. 1. The destructive potential of emotions should not be
underestimated
2. Strong emotions are difficult to control*
 Emotional Hijacking 1
 Emotional Hijacking 2
3. Emotions are contagious
 Mirror Neurons and Limbic Resonance
4. The stronger the emotion, the more likely it is to bias our
perceptions and beliefs
5. We can learn to manage our emotions more effectively
 Neuroplasticity
 MindfulnessTraining (ACT)
*Goleman, D. (2005). Emotional Intelligence. NewYork: Bantam.

8.  AWARENESS—Study of the “mind sciences”
 COMMITMENT—Application of evidence-based best practices
 TRAINING—Practicing emotional intelligence (i.e., “Using the
Force”) takes time and dedication but the rewards are worth it

9. UsingtheForceExercise1:
TacticalBreathing
1. Parasympathetic quiescence
2. Focus, concentration, and awareness
3. Breathe in through your nose for a count of four
4. Hold for a count of four
5. Breath out through your mouth for a count of four
6. Hold for a count of four
7. Repeat
8. Focus on where breath enters the nostrils
9. Breathe with your belly not your chest
10. Experiment with “centering” words or phrases

10. UsingtheForceExercise2:
LabellingandLettingGo
1. Metacognitive Feedback Loop
2. Focus, concentration, and awareness
3. Sit comfortably, preferably with your back straight
4. Slowly breathe in and out through the nose, focusing
on the cool sensation of air hitting the inside of the
nostrils
5. Note when the mind wanders (“monkey mind”), label
the thought/emotion, let it go, and gently bring your
attention back to your breath
6. Practice at least 12 minutes daily to change habitual
patterns of stressful thinking and emotional
impulsivity

11. UsingtheForceExercise3:
TriggerInoculation
1. Combination ofTactical Breathing and Labeling &
Letting Go Exercises
2. Make a list of your emotional “triggers”
3. Analyze the types of situations that trip your
emotional triggers
4. Practice tactical breathing and labeling and letting
go exercises before, during, and after social
interactions
5. Practice at least 12 minutes daily to change habitual
patterns of stressful thinking and emotional
impulsivity

12. Be mindful of your emotions;
they become thoughts.
Be mindful of your thoughts;
they become actions.
Be mindful of your actions;
they become habits.
Be mindful of your habits;
they become your character.
Be mindful of your character;
it becomes your destiny.
~ Anonymous

13. I. PERSONAL COMPETENCE: These capabilities determine how we manage ourselves.
A. Self-awareness
•Emotional self-awareness: Reading one’s own emotions and recognizing their
impact; using “Spidey Sense” to guide decisions
•Accurate self-assessment: Knowing one’s strengths and limits
•Self-confidence: Having a sound sense of one’s self-worth and capabilities
B. Self-management
•Emotional self-control: Keeping disruptive emotions and impulses under control
•Transparency: Displaying honesty, integrity, and trustworthiness
•Adaptability: Demonstrating flexibility in adapting to changing situations or
overcoming obstacles
•Achievement: Having the drive to improve performance to meet inner standards
of excellence
•Initiative: Being ready to act and to seize opportunities
•Optimism: Seeing the “up side” in events
DOMAINS AND COMPETENCIES
OF RESONANT LEADERSHIP*
*Boyatzis, Richard, and McKee, Annie. (2005). Resonant leadership. Cambridge, MA: Harvard Business School Press.

14. II. SOCIAL COMPETENCE: These capabilities determine how we manage
relationships
C. Social awareness
•Empathy: Sensing others’ emotions, understanding their perspectives, and
taking active interest in their concerns
•Organizational awareness: Reading the currents, decision networks, and
politics at the organizational level (family, agency, and criminal justice system)
•Service: Recognizing and meeting self, client, co-worker, supervisor, and family
needs.
D. Relationship management
•Inspirational leadership: Guiding and motivating with a compelling vision
•Influence: Using a range of tactics for persuasion and management (not
manipulation!)
•Developing others: Bolstering others’ abilities through feedback and guidance
•Change catalyst: Initiating, managing, and leading in a new direction
•Conflict management: Resolving disagreements and discovering wisdom
•Building bonds: Cultivating and maintaining a web of relationships
•Teamwork and collaboration: Fostering cooperation and team building
DOMAINS AND COMPETENCIES
OF RESONANT LEADERSHIP