Aug

29

Are you practicing positive leadership?

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An article from Gallup Management Journal titled “The Impact of Positive Leadership“discusses the benefits of positive leadership. In the article Tom Rath Coauthor of “How Full Is Your Bucket? Positive Strategies for Work and Life” discusses the importance of positive interactions in the workplace.

Over the past decade, scientists have explored the impact of positive-to-negative interaction ratios in our work and personal life. And they have found that this ratio can be used to predict — with remarkable accuracy — everything from workplace performance to divorce. This work began with noted psychologist John Gottman’s exploration of positive-to-negative ratios in marriages. Using a 5:1 ratio, which Gottman dubbed “the magic ratio,” he and his colleagues predicted whether 700 newlywed couples would stay together or divorce by scoring their positive and negative interactions in one 15-minute conversation between each husband and wife. Ten years later, the follow-up revealed that they had predicted divorce with 94% accuracy.

So what is the optimal positive-to-negative ratio in organizations? A recent study by psychologist Barbara Fredrickson and mathematician Marcial Losada found that work teams with a PNR greater than 3:1 were significantly more productive than workgroups that did not reach this ratio. Positive emotions, however, need to be grounded in reality: Their research also uncovered an upper limit for positive-to-negative ratios of 13:1. When workgroups exceed that PNR, things are likely to worsen; completely blind optimism can be counterproductive — and downright annoying — in some cases.

But managers shouldn’t worry about breaking the upper limit. The levels of positive emotions in most organizations are woefully inadequate and leave substantial room for improvement.

Leaders need to be very conscious of how their emotions and behaviour impacts their followers. As mentioned leaders need to actively manage the tension between “being positive” and the need to “face reality”. To manage this tension positive leaders remain engaged, but focus on the future they’re trying to create. Always accepting responsibility to be the difference they want to see in others.

How positive are your interactions? What’s your ratio? Have you consciously chosen to be positive?

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3 Responses to “Are you practicing positive leadership?”

  1. The Practice of Leadership » 10 signs of an unsafe leader on November 1st, 2006 20:26

    [...] I previously wrote about the the affect that leaders have on their followers. An article “Are You Safe?” from Business Week Online. So, what is an unsafe leader? “When we coach leaders of family businesses, we want them to reflect on their leadership style and how it affects other employees, productivity, and, ultimately, their legacy. We ask: “Are you a safe person?” A safe person is one that people trust. When we trust people, we decide that the benefit of interacting with them outweighs the cost to us. If the cost is too high, we don’t engage unless we have to………….. Effective leaders understand the impact they have on others. But they don’t rely on their own beliefs to make that determination. They get feedback from employees and family members. They ask questions.” [...]

  2. raghu vinjamoori on August 29th, 2008 9:58

    Leaders shouldn’t worry about breaking the upper limit. The levels of positive emotions in most organizations are woefully inadequate and leave substantial room for improvement.

    Leaders need to be very conscious of how their emotions and behaviour impacts their followers. As mentioned leaders need to actively manage the tension between “being positive” and the need to “face reality”. To manage this tension positive leaders remain engaged, but focus on the future they’re trying to create. Always accepting responsibility to be the difference they want to see in others.

    How positive are your interactions? What’s your ratio? Have you consciously chosen to be positive?

  3. raghu vinjamoori on August 29th, 2008 9:59

    shouldn’t worry about breaking the upper limit. The levels of positive emotions in most organizations are woefully inadequate and leave substantial room for improvement.

    Leaders need to be very conscious of how their emotions and behaviour impacts their followers. As mentioned leaders need to actively manage the tension between “being positive” and the need to “face reality”. To manage this tension positive leaders remain engaged, but focus on the future they’re trying to create. Always accepting responsibility to be the difference they want to see in others.

    How positive are your interactions? What’s your ratio? Have you consciously chosen to be positive?

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