What is the key to producing successful outcomes in scientific organizations? How do we reach spectacular levels of productivity, profitability, quality, innovation, customer satisfaction, and employee retention? What is the most important factor that accounts for outstanding success?
Abundant empirical evidence confirms that the organization’s leader is the single most important predictor—more important than strategy, culture, incentive systems, processes, or facilities. If all these factors are in place but the organization has a poor leader, high levels of success are unlikely.
Being a good lab leader requires a variety of skills and traits. However, empirical research has identified one specific factor that tends to trump all others—the positive energy of the leader.
The power of positive energy
Positive energy elevates individuals, is life-giving, and fosters vitality. In nature, the most common source of positive energy is the sun. It is the life-giving force. All species, including human beings, are inclined toward and flourish over time in the presence of life-giving energy, and they avoid and languish in the presence of life-depleting or life-endangering energy. This phenomenon is called the heliotropic effect.
It is important to note that several kinds of energy exist, and not all are life-giving. For example, physical energy diminishes with use. If we run a marathon, we need recovery time because we have become physically exhausted. Physical energy wanes when expressed. Mental energy and emotional energy are the same. When we study for an exam or investigate and solve a perplexing problem, we need a break. We need to recover and rejuvenate mentally. The same is true with expending emotional energy. An intense debate or argument, or even cheering exuberantly at an athletic event tires us out. We need time to recover. When expended, these forms of energy diminish in strength.
Relational energy is different. It is the positive energy exchanged between two people, and it can be exchanged in momentary interactions such as an encounter with a store clerk, a bus driver, or a neighbor. When relational energy is demonstrated, it elevates and renews itself. We seldom become exhausted, for example, by being around loving, supportive people who help us flourish. In fact, we often seek individuals who provide positive relational energy to become renewed. Relational energy uplifts and refreshes us
This is why one of the most important things a lab manager can do is demonstrate positive relational energy. My own research on positive energy over the last decade has shown that when leaders display positively energizing behaviors, the effects are almost always remarkable. Profitability, productivity, and quality rise substantially compared to other organizations. Customer and employee satisfaction and loyalty increase significantly. Organizational change initiatives are more widely accepted.
Here are other beneficial outcomes of positively energizing leadership, backed by empirical research:
- Positive energizers are higher performers than others. They are rated as better leaders by colleagues, their own performance exceeds that of others, and the unit they manage out-performs the norm.
- Positive energizers affect the performance of others with whom they interact. Other people perform better when they can associate with positive energizers.
- The highest performing organizations have at least three times more positive energizers than other organizations. In other words, organizations should not only seek to identify and hire positive energizers, but they can and should develop them.
Positively energizing leadership is a set of behaviors that is developed over time. It is not inherent such as charisma, attractiveness, or extroversion. People in low-level positions as well as people at the top of an organization can be positive energizers. Title and energy are not the same, nor are personality attributes. Anyone can learn how to become a positive energizer because positive energy is behavioral.
In trying times—including the recent spate of earthquakes, floods, tornadoes, cyberattacks, ethical lapses, injustices, and the worldwide pandemic—the tendency of most people is to focus on the uncertainty, the misfortunes, the problematic, the negative, and what is wrong in our world. That’s understandable, but positively energizing leaders don’t dwell on misfortune, nor do they merely prescribe simple cheerfulness, positive thinking, or unbridled optimism in these conditions. Rather, they demonstrate virtuous behaviors—including gratitude, humility, kindness, generosity, forgiveness, compassion, and integrity. Multiple studies show that experiencing and observing virtuousness in individuals is heliotropic and leads to positive energy and thriving, especially in difficult times.
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Leaders are often assumed to be the most influential, most informed, most extroverted, or the most charismatic individuals. But research shows that positive energy is significantly more important in predicting performance than influence, information, title, or seniority. Positively energizing leaders not only demonstrate life-giving energy themselves, but they identify and capitalize on the positive energizers in their organizations. They mobilize energizers to help create positive change.
How to become a positively energizing leader
In studies of hundreds of positively energizing leaders and those that significantly exceed average levels of performance, a variety of attributes have been identified.
Among the most important are:
- Addressing abundance gaps, or the gaps between acceptable performance and spectacular performance, rather than being consumed by deficit gaps. Positive leaders spend time pursuing the achievement of their highest aspirations and becoming extraordinary rather than just getting rid of problems and fixing mistakes.
- Helping other people flourish without expecting a payback, rather than ensuring that they get the credit or diminish others’ contributions. Their contributions to others takes priority over their personal achievements.
- Expressing gratitude and humility, rather than behaving selfishly and resisting constructive feedback. Positive leaders recognize and acknowledge others to prevent them from being ignored or taken for granted.
- Instilling confidence and self-efficacy in others, rather than not creating opportunities for others to grow and be recognized. Other people feel more competent and capable rather than fearful of making mistakes.
- Listening actively and empathetically, rather than dominating the conversation and asserting their own ideas. Inquiring and learning replaces a tendency toward advocacy and expertise.
- Being trusting and trustworthy, rather than being skeptical, hypocritical, and lacking integrity. Dependability and truthfulness take priority over getting one’s way or being right.
- Motivating others to exceed performance standards, rather than being satisfied with mediocrity or good-enough. Helping others exceed their own expectations replaces satisfactory performance.
Positively energizing leadership has been shown to promote exceptionally successful performance in organizations and their employees. It capitalizes on the natural attraction that all human beings have to positive, life-giving energy. An adaptation of a statement attributed to John Quincy Adams captures their key attribute: “If your actions inspire others to dream more, learn more, do more, and become more, you are a positively energizing leader.”
Kim Cameron will expand on the topic of positive leadership and provide additional practical advice on how to be a positively energizing leader in your lab during his keynote presentation at the 2025 Lab Manager Leadership Summit in Pittsburgh, PA. To learn more and register, visit: summit.labmanager.com/leadership.
