There’s no doubt that the people who work for you are much more likely to give their best if they, emotionally, choose you to lead them. One way of achieving this was highlighted by a fascinating study conducted at the University of Kent.
The research was based around a “cooperation game”, in which a group of participants were each given a small amount of money and invited to use it to make a contribution to a common fund. The fund was then doubled in value and shared equally between all members of the group.
This experiment cleverly confronted participants with a common dilemma:
- Cooperate with the collective interest by continually reinvesting their money, thereby maximising the overall gains, or…
- Act selfishly, by holding back some of their money, which maximises personal gain at the expense of others.
Thriving businesses need maximal cooperation, yet, as the experiment showed, there are always people who prefer option 2. It also demonstrated just how critical it is that leaders don’t fall into this trap! In the second phase of the experiment, participants were divided into teams and each was asked to elect a leader. They found that:
82% of the leaders elected were those who had given the most during the first phase.
The study showed that the act of giving is recognised as a leadership quality, and that this is true even if that person is a complete stranger.
This article provides helpful advice to anyone seeking to give more. It warns, for example, that while givers may be the best performers, they can also be the worst, and why this happens. It also identifies six different profiles of generosity, to help you to understand where your skills and interests may fit most naturally, and highlights the danger of going too far and giving too much of yourself!
Read the Article: The Power of Giving
“The greatest gift is a portion of thyself.” ~ Ralph Waldo Emerson
When we give, it says to others that we are seeking to serve; it shows that we are interested in placing their interests ahead of our own; it demonstrates that we are willing to invest in their world, not just our own. Perhaps it is unsurprising then, that when people witness us to be givers, they will see us as a leader.
Please remember that the power of generosity will not enhance your leadership if applied as a technique. If you fall into the trap of giving in order to get something, that is NOT influence, it is manipulation. To unlock the power of giving, it must be done authentically, without expectation of return. It is about being, not doing.