Share via Email "Despite the proliferation of mainstream Mirandas and Millicans, television and radio audiences are still acclimatising to the astringent sassiness of female humour.
In response to a discussion on the effect of a leader's mood on the performance of a team, a participant in a recent leadership workshop made this heartfelt and realistic remark: But can you afford, as a leader, to even entertain this thought?
All of the research on employee performance points to the contrary. There is a concept in French which is called "Noblesse oblige". It means, roughly, that wealth, power and prestige go hand-in-hand with certain social responsibilities — in other words, with privilege comes duty.
It is a privilege when we have the opportunity to lead a team of people, but with it comes many responsibilities, chief of which, some leadership pundits would contend, is managing moods. So what is the major factor that drives the climate of an organization?
A leader creates the environment that determines people's moods at the office and their mood, in turn, affects their productivity and level of engagement. Witness the number of times you may have driven home with an internal glow, reliving a positive encounter with an upbeat and supportive boss, perhaps savoring a "bon mot" about your performance that he or she left with you on a Friday afternoon.
How great it made you feel, and how eager you were to get out of bed on the following Monday morning, and get back to the office to give that man or woman the very best that you had to offer.
That's the "afterglow" that lingers and gives you renewed energy to be more productive, to bring your finest talents to work.
And think about the reverse of the afterglow — the aftermath, or bitter aftertaste. This is what Susan Scott, in Fierce Conversations: How did that affect your determination to overcome difficulties in a project, to keep your heart fully engaged in the process, to want to continue to give that person your very best game?
Contagion and Consequences Leadership literature is full of studies attesting to the consequences of a leader's mood. One such study involved 62 CEOs and their top management teams and it showed that the more upbeat, energetic and enthusiastic the executive team was, the more co-operatively they worked together, and the better the company's business results.
The study also showed that the longer a company was managed by an executive team that didn't get along well, the poorer the company's market returns.
Perhaps nowhere is a leader's mood more crucial than in the service industry where employees in a bad mood can, without fail, adversely affect business. In one of a multitude of such studies involving 53 sales managers in retail outlets who led groups ranging in size from four to nine members, it was found that when managers themselves were in an upbeat, positive mood, their moods spilled over to their staff, positively affecting the staff's performance and increasing sales.
We can all take an inspiration from organizations such as Starbucks who place great value on the importance of creating a positive climate for employees which, in turn, ensures a pleasant customer experience and repeat visits.
When we move the curtain a bit, we can see clearly that a leader's bad mood is a source of infection — an emotional contagion that eventually spreads across people to entire units. We can learn a thing or two from leadership in the military.
Imagine the effect on troop morale and energy that an "overwhelmed", "anxious", "worried" or "irate" leader would have? And how about a leader who is plagued by uncertainty?
It transmits itself to others.
Inconsistent Means Unpredictable We could argue that the occasional bad mood, the occasional rant, on a bad "corporate hair day", is excusable. Often, we refer to this type of behavior with statements such as: Or, "He has an amazing mind but he has a tendency to shout at people when it's stressful.The most serious situations can often be softened by outrageous humour.
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(Physiology) archaic Also called: cardinal humour any of the four bodily fluids (blood, phlegm, choler or yellow bile, melancholy or black bile) formerly thought to determine emotional and physical dispositionlausannecongress2018.com From Christianity Today, Building Church Leaders is the only online community that provides all the leadership training pastors and church leaders lausannecongress2018.com://lausannecongress2018.com Free and premium stock images of lausannecongress2018.com have thousands of royalty free stock images for instant lausannecongress2018.com · "A sense of humor is part of the art of leadership, of getting along with people, of getting things done." - Dwight D.
Eisenhower. Tasteful humor is a key to success at work, but there’s a good lausannecongress2018.com Enhancing Leadership, Teamwork, and Communication Through Applied Improvisation Theater Skills Learn More Show less View on LinkedIn Izzy Gesell, MS Ed, CSP, is an "organizational alchemist."lausannecongress2018.com