As humans the social nature of our behaviour is now scientifically understood. We thrive on social connection and as a result our moods have the propensity to travel through organisations like electricity through wires, influencing and impacting the mood of others as they go. This has implications for everyone who holds a leadership role.
There is now well-documented evidence from the field of neuroscience, to prove that how leaders behave and present themselves has a real and long lasting impact on motivation, performance and the ability to effect change.
Research consistently supports the correlation between high employee engagement and organisational performance. Effective communication is identified as a key driver of employee engagement, supporting the delivery of a strong, consistent organisational narrative, setting expectations regarding vision, mission and purpose and ensuring open feedback loops are well established and understood.
Increased understanding has led to the maturing of communication functions, with communication and business strategy now more closely aligned. However, despite progress made, employee engagement levels have not increased exponentially and successful organisational change/transformation activity remains stubbornly evasive within many businesses.
Whilst internal communication continues to be a crucial component of organisational success, today’s competitive and increasingly effective business environment also insists on leaders who have the capability to engage, motivate and inspire. Indeed there is now well-documented evidence, from the field of neuroscience, to prove that how leaders behave and present themselves – which includes the mood they display – has a real and long lasting impact on motivation, performance and the ability to effect change.
As humans the social nature of our behaviour is now scientifically understood. Not only do we connect with each other all the time, consciously and unconsciously, moods really do travel through organisations like electricity through wires. This has implications for everyone who holds a leadership role. Leaders and managers influence motivation and engagement whether they are conscious of it or not and, as such, being aware of the latest research into how the brain works sharpens knowledge and understanding. Organisational change/performance relies on individual reactions and interactions and whilst it is necessary to speak to the rational brain, leaders need to understand how the emotional brain works if they are to effect a real shift in attitude and/or behaviour.
Deborah Hulme, Director, Minerva Engagement