Leaders’ awareness of their own thoughts and emotions allows them to be able to perceive and regulate their energy levels. The impression this leaves can be highly contagious, setting the energy level for the entire team.
The reason for that lies in what scientists call the open-loop nature of the brain’s limbic system, our emotional center. Scientists describe the open loop as “interpersonal limbic regulation”; one person transmits signals that can alter hormone levels, cardiovascular functions, sleep rhythms, even immune functions, inside the body of another. That’s how couples are able to trigger surges of oxytocin in each other’s brains, creating a pleasant, affectionate feeling. But in all aspects of social life, our physiology intermingle. Our limbic system’s open-loop design lets other people change our very physiology and hence, our emotions.
Research suggest that emotional contagion and limbic resonance are real biological processes that happen where people impact others around them through their own energy and attitude in any given situation. What is the working attitude a leader expects from his/her employees? The leader’s own emotional energy will decide that.
The article “Primal Leadership” published in Harvard Business Review (HBR) also explains the concept of co-regulation as a crucial aspect within the context of leadership. Co-regulation explores the mutual influence and interplay between a leader’s emotional state and the emotions of their team members.
The authors delve into the scientific background behind co-regulation, revealing that that a leader’s mood has a profound impact on team performance. They highlight that a leader’s emotional state is contagious, meaning that it can spread among team members, influencing their motivation, engagement, and overall effectiveness.
The article emphasizes the significance of a leader’s emotional well-being and self-awareness in managing their own emotional states. By doing so, leaders can positively influence the emotions of their team members and create a supportive and motivating work environment.
Reference
Primal Leadership: The Hidden Driver of Great Performance,Daniel Goleman et al, https://hbr.org/2001/12/primal-leadership-the-hidden-driver-of-great-performance
