In last weeks’ blog post, we took a look at the two main reasons it’s so uncommon to find positive leadership within organizations: a built-in negativity bias in our brains, and the focus of leaders on solving problems, instead of focusing on the positive. We also talked about finding the right feedback ratio to use with team members. Leaders should be providing 3-5 positive messages for every piece of negative feedback they have to provide a team member with.
This week we’ll be taking a closer look at the neurological benefits of positivity, as well as the implications of being socially oriented versus results-focused as a leader within an organization.
Positive Benefits
Barbara L. Frederickson, PhD, a psychologist at the University of North Carolina, Chapel Hill, has found that positive feelings expand our awareness of a wider range of possibilities. Instead of looking at what needs to be fixed, we learn to focus on what’s right and needs to be reinforced. When we emphasize positive deeds, using positive language, achievement builds upon itself.
From a neurological standpoint, positivity activates reward centres in the brain, triggering the release of mood-elevating neurotransmitters like dopamine. As we experience positive feelings, we begin to crave even more of them. This cascade propels us to chip away at the small steps needed to achieve our larger goals and ultimately sets the stage for success.
Indeed, Dr. Frederickson’s psychology research shows that a positive focus bestows greater attentiveness, more flexible problem-solving, enhanced creativity, and improved teamwork.
Two Opposing Brain Functions
When we’re involved in technical conversations or analytical tasks, the brain’s frontal lobe is engaged. When conversations shift to people, feelings, and social considerations, the inner brain – which controls emotions and memories – is activated.
Neurological imaging confirms that results-focused leaders give their frontal lobes a greater workout, while socially minded leaders exercise their inner brains more diligently.
In general, organizations tend to promote leaders for their technical prowess – not their social skills. Surveys show that goal-oriented bosses have a 14% chance of being perceived as great leaders by their employees. The number drops to 12% for socially skilled bosses.
But when bosses are both socially and technically adept, they have a 72% chance of being viewed as great leaders. The bad news? Only 1% of bosses excel at both skills in the real world.
A Trickle-Down Process
Positivity is a principle, not a concrete process like Six Sigma or TQM. Successful implementation therefore requires clearly defined action steps.
Think of positive leadership as a funnel. It starts with the organization and its overarching mission and values; permeates leadership teams through the expression of positive values and goals; helps managers implement and track progress; and ensures individuals know what needs to be done to ensure rewards.
I hope this week’s blog post has given you some valuable insight into positive leadership and its potential effects within an organization. If you’re able to combine the typical results-focused leadership style with a positive approach, you’ll become a much more effective leader for your team.
As always I’d love to hear from you. I can be reached here or on LinkedIn.
