Do Positive Energizers Really Make the Best Leaders?

"The greatest predictor of success for leaders is not their charisma, influence, or power. 

It is not personality, attractiveness, or innovative genius. 

The one thing that supersedes all these factors is positive relational energy: the energy exchanged between people that helps uplift, enthuse, and renew them".

This quote is from a Harvard Business Review article written by Emma Seppälä and Kim Cameron that I recently stumbled on.

Its title: The Best Leaders Have a Contagious Positive Energy.

I invite you to review it, but let me also share why the topic resonated so much with me.

The notion isn't new, but as I kept reading it, I couldn't help but think of all the energizers - and the de-energizers - I encountered in my career.

De-energizers! 

You know, these team members or executives who always find a way to undermine accomplishments. They're the ones who focus on their achievements before contributing to others.

I once had a "de-energizer" boss. These were probably the worst years of my life. I would feel stressed and lose my confidence. It took a toll on my health, and I soon experienced increased blood pressure and deteriorating blood lab results.

Fortunately, the "de-energizer" episode didn't last long. I've had more positive energizers as my bosses throughout my career.

What a difference they made!

Their genuine compassion, humility, integrity, and recognition of others made me feel appreciated. My performance improved.

But even more interesting is that "positive relational energy" - as the authors call it - became reciprocal. 

I, too, became a positive energizer and replicated the virtuous effect around me.

I know I'm not the only one who experienced the effects of that positive relational energy.

But it's comforting to see a proper study like this, based on thousands of interviews and multi-decade research on the topic, confirm its extraordinary impact on the performance and well-being of all involved.

So, ask yourself:

What's happening to my energy when I interact with executives A, B, and C? 

What's happening to others' energy when they're interacting with me?

As a leader, it's one of these fundamental questions for you to reflect on. And if the answer is not so positive, it's a warning sign that you are endangering success in the long haul, and action is required.