Good Leadership Is Contagious -- HBR Video, Indonesian Subtitle
Summary
TLDRThe video script explores the contagious nature of leadership behaviors, demonstrating how they significantly influence team performance. Jack's anger and Joseph Spokeman's research highlight over 30 behaviors that spread among executives and middle managers. Effective leaders foster engagement, with the top 10% of executives seeing a 40% higher engagement rating from their employees. The script emphasizes the importance of leaders being aware of the behaviors they model, as they can positively or negatively impact the entire company.
Takeaways
- π Emotional states can be contagious; happiness is shared among people in a group.
- π Jack's anger and Joseph spokeman conducted a study to assess the contagiousness of leadership behaviors.
- π Over 30 significantly contagious behaviors were identified in the study involving high-level executives and middle managers.
- π Performance was linked to the contagious behaviors; ineffective managers often had ineffective bosses.
- π€ Effective executives and middle managers tend to work together, influencing each other positively.
- π₯ The study inferred that team performance is influenced by the behaviors of team leaders.
- π Singer and Phil Quinn investigated the impact of leaders' behavior on subordinate engagement scores.
- π High-performing teams had more engaged and better-performing middle managers, who also had more engaged direct reports.
- π§ The 'trickle-down' effect shows significant impact, with the top 10% of executives having much higher engagement ratings from their employees.
- π Conversely, the bottom 10% of executives had significantly lower engagement ratings from their employees.
- π οΈ It's crucial for leaders to be mindful of the behaviors they want to instill and propagate within their teams.
Q & A
What is the main topic discussed in the transcript?
-The main topic discussed in the transcript is the contagious nature of leadership behaviors and how they can impact the performance and engagement of employees within an organization.
Who conducted the study on contagious behaviors among executives and middle managers?
-The study was conducted by Jack's anger and Joseph spokeman.
How many significantly contagious behaviors were discovered in the study?
-The study discovered more than 30 significantly contagious behaviors.
What was the connection found between effective executives and middle managers?
-The study found that the most effective executives and middle managers tended to work together, suggesting a positive influence of contagious behaviors.
Why is it important for leaders to be aware of their behaviors?
-It is important because leaders' behaviors can be contagious and significantly affect the engagement and performance of their subordinates and the overall company.
What did Singer and Phil Quinn investigate regarding leaders' behaviors and their subordinates?
-Singer and Phil Quinn investigated how leaders' behaviors affected their subordinates by examining the engagement scores of both middle managers and their direct reports.
What was the 'trickle-down effect' referred to in the transcript?
-The 'trickle-down effect' refers to the impact of leaders' behaviors on their middle managers and subsequently on the middle managers' direct reports, leading to a significant change in engagement and performance.
How did the performance of the highest-performing executives compare to the lowest-performing ones in terms of employee engagement?
-The top 10% of executives had engagement ratings from their employees and their employees' employees that were more than 40% higher than those of the executives in the bottom 10%.
What can be inferred about the relationship between managers and their teams based on the transcript?
-It can be inferred that managers and their teams often 'sink or swim' together based on the contagious behaviors exhibited by the managers.
What does the transcript suggest about the role of personal selection in team performance?
-The transcript suggests that since most managers do not personally select all the people on their teams, the team's performance is more influenced by the contagious behaviors of the leaders rather than individual selection.
Outlines
π‘ Contagious Leadership Behaviors
This paragraph discusses the concept of leadership behaviors being contagious, meaning they can spread among team members. The study by Jack's anger and Joseph spokeman reveals over 30 significantly contagious behaviors among high-level executives and middle managers. It also shows a correlation between the effectiveness of these behaviors and overall team performance. The least effective middle managers are found to work under the least effective bosses, whereas the most effective leaders tend to work together, creating a ripple effect of engagement and performance. The study also highlights the 'trickle-down effect,' where the top 10% of executives have significantly higher engagement ratings from their employees and their employees' employees compared to the bottom 10%. This underscores the importance of leaders being mindful of the behaviors they model and propagate within their organizations.
Mindmap
Keywords
π‘Happiness
π‘Behavioral Contagion
π‘Leadership Behaviors
π‘High-Level Executives
π‘Middle Managers
π‘Performance
π‘Engagement Scores
π‘Trickle-Down Effect
π‘Employee Engagement
π‘Subordinates
π‘Role Models
Highlights
Leadership behaviors can be contagious, influencing the emotions and habits of those around them.
Jack's anger and Joseph spokeman's research identified over 30 significantly contagious behaviors among high-level executives and middle managers.
Ineffective middle managers often work under ineffective bosses, indicating a correlation between leadership and team performance.
Effective executives and middle managers tend to work together, suggesting a positive contagion effect in leadership behaviors.
Contagious behaviors can affect the overall performance of a team, with managers' behaviors impacting their subordinates' engagement.
The study found a significant trickle-down effect of leadership behaviors on employee engagement and performance.
High-performing teams have more engaged middle managers who also have more engaged and high-performing direct reports.
The top 10% of executives have employee engagement ratings over 40% higher than those in the bottom 10%.
Leaders need to be aware of the behaviors they want their employees to learn and emulate.
The importance of leaders setting an example for behaviors that can positively influence the entire company.
The study emphasizes the impact one good or bad boss can have on a company's overall performance and culture.
Leadership behaviors are not only personal but can also shape the collective behaviors of a team.
The research suggests that leadership behaviors can be a key driver of organizational success.
The contagion effect of leadership behaviors can be both positive and negative, affecting team dynamics.
The study provides insights into how to build a high-performing team by focusing on leadership behaviors.
Understanding the contagious nature of leadership can help in the development of effective leadership strategies.
The research highlights the need for leaders to be mindful of their behaviors and their influence on others.
Transcripts
it's natural to feel happier when the
people around you are happy or to pick
up behaviors and habits from a friend so
could leadership behaviors also be
contagious to find out Jack's anger and
Joseph spokeman
assess high level executives and the
middle managers who reported to them and
discovered more than 30 significantly
contagious behaviors it also looked at
overall performance and found
unsurprisingly that the least effective
middle managers tended to work for the
least effective bosses and the most
effective executives and middle managers
also tended to work together because
most managers don't personally select
all the people on their teams we can
infer their sinking or swimming together
based on contagious behaviors singer and
Phil Quinn wanted to know more about how
leaders behavior affected their
subordinate so next bake them the
engagement scores of both the middle
managers and their direct reports the
highest performing fajitas had more
engaged and better performing middle
managers who in turn had more engaged
and better performing direct reports the
trickle-down effect is significant the
top 10% of executives see engagement
ratings from their employees and their
employees employees there are more than
40% higher than those of the executives
in the bottom 10% seeing the impact one
good or bad boss did have on a whole
company it's especially important for
leaders to think about which behaviors
they want their employees to learn and
pass on
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