On opposite ends of the continuum are leaders who inspire and those who infuriate. Where do you fall?

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Social psychologist Adam Galinsky, a professor at Columbia Business School, likes to ask people about the inspiring and infuriating leaders in their lives. The two types couldn’t seem more different but he argues they are linked together, mirror images of each other. In essence, they represent the continuum of leaders in our lives.

Where a leader is on the continuum – more specifically, where you are as a leader – depends on three factors, his research has found:

• Inspiring leaders are visionary, able to see the big picture;
• They are exemplars of desired behaviours – calm, courageous and competent;
• They are great mentors.

“The three dimensions of inspiring leaders are universal because each one fulfills a set of fundamental human needs. Visionary fulfills the human need for meaning and purpose. Exemplar fulfills the human need for protection and passion. Mentor fulfills the human need for support and status,” he writes in his book Inspire.

He believes each and every one of us has the potential to be inspiring. We aren’t born inspiring (or infuriating) but fit into those categories because of our current behaviours. If we are careful, we can catch ourselves drifting from the inspiring to infuriating end of the continuum and reset through the right intention.

Whether we are inspiring or infuriating, our actions are magnified by what he calls the leader amplification effect. As an example, he points to these six words, “I need to talk to you.” Innocent enough, but when said by a boss – or sometimes even a friend – it can send the recipient into a spiral of fear. When our leaders are ambiguous or silent, we fill in the void with worst-case scenarios.

So if you wish to inspire, don’t fall into that trap. Sure you’re busy and may feel the need to share quick, cryptic messages with colleagues. But take time to offer more clarity, so your colleague isn’t unnecessarily spooked.

More generally, pay attention to the three drivers of the leader amplification effect. First is the simple fact that as a leader you draw attention. Second, you wield power, controlling resources others want; they feel dependent on you. Third is that there is an audience and research has found that simply observing the same stimulus with an audience intensifies our reactions.

“When we are leaders, we are often unaware that we are on a metaphorical stage,” he warns. “Even on days when I am literally teaching about the leader amplification effect, I can be blind to its effects.”

His research with Joe Magee, a professor at New York University’s Stern School of Business, found that power causes a lack of perspective. When they randomly assigned some of their participants into positions of power and others to be their subordinates, the powerful leaders suddenly became oblivious to the perspective of others.

It’s vital that you maintain awareness and perspective on the negative or uncertain messages you are sending to others, and also look for ways instead to use this power to inspire. He urges leaders to reach out each day to three less powerful people and express praise or gratitude for something the person has done. Be specific, because generic platitudes can come across as inauthentic.

Joseph Stagliano, president of NBT Bank, sends individualized emails each day as he has his morning coffee to some of his thousands of employees congratulating them on their birthday and adding some unique details about the recipient’s hobbies and passions. “We can design daily habits to help us more efficiently inspire those around us,” Prof. Galinsky says.

That puts the focus on something veteran best-selling author John Maxwell highlights in his new book, The Charismatic Leader: Become interested in other people and treat them as special. Mr. Stagliano’s inspiring emails wouldn’t be possible without knowing his people.

Mr. Maxwell observes: “What’s the secret of charisma? It’s actually very simple: Focusing on others. To be charismatic, you don’t need to be physically attractive, tall athletic, talented or rich. You just need to care about people and make them feel important. Anyone who does that can connect with people and become a shining light in a dreary world.”

After becoming interested in others, he says you will find it easier to invest in them. As well, when you show interest, they will also find you interesting. If Prof. Galinsky’s magic three steps to inspire are a visionary outlook, becoming an exemplar of desired behaviours and mentoring, for Mr. Maxwell charisma’s three elements are becoming interested in others, becoming invested in others and becoming interesting to others.

Focusing on others can get you outside of yourself, giving you a sense of purpose and increasing energy, as you seek to help them. By focusing on them, you help yourself. He urges you to believe the best of others and see things from their perspective. Encourage others every time you meet – indeed, like his father, the onetime president of what is today Ohio Christian University, say something positive and encouraging within the first 30 seconds of a conversation.

“I would look at the students’ faces and realize Dad was depositing good words inside them,” he says. Inspiring them. Displaying charisma. Being a good leader.

 Cannonballs

• Are you a lanager? Business advisor Suzy Welch coined the term to meld together the different attributes commonly ascribed to leaders and managers: See the big picture and watch the important details, inspire, co-ordinate and oversee. Not leader or manager; leader and manager – lanager. 
• Fill in the blanks on these two questions from consultant Donald Cooper: People do business with us because we are ______ and people who don’t do business with us think that we’re too _____.
• Leadership consultant Jack McCullough urges you to be alert to the Rodman Paradox in your staff. Named after former NBA player Dennis Rodman, it refers to the fact an organization’s most valuable contributor isn’t necessarily its most talented or highest-performing member, but rather the one whose special skills are the most difficult to replace. Teams won championships when Mr. Rodman played for them – even though he wasn’t a premier scorer – and lost when he didn’t. Who are the underrated, irreplaceable people in your organization?

Harvey Schachter is a Kingston-based writer specializing in management issues. He, along with Sheelagh Whittaker, former CEO of both EDS Canada and Cancom, are the authors of When Harvey Didn’t Meet Sheelagh: Emails on Leadership.