Dr. Richard Boyatzis is a big deal in organizational behavior circles. His official titles on his web page at Case Western Reserve University take up a full paragraph. He has written seven books and a slew of articles outlining his Intentional Change Theory. I first learned of his work through a MOOC entitled Conversations That Inspire: Coaching, Learning, Leadership, and Change.
Boyatzis projects great warmth, and his theory reflects his own personality. He advocates fostering of what he calls positive emotional attractors. Simply put, this entails coaching with compassion instead of coaching for compliance. The leader, boss, or coach should not focus on the problem or try to fix the employee. They should help the employee envision an ideal future. Only through a shared vision is organizational change possible.
Negative emotional attractors have a longer shelf life in our memory. Boyatzis estimates it takes three positives to counteract one negative interaction. Negative emotions, of course, mean stress. Chronic stress increases cortisol which turns off the immune system and inhibits growth of new tissue in the body. Chronic stress constricts peripheral vision literally and figuratively. We’re not interested in seeing new ideas or new people. That inhibits change from occurring.
My problem with Boyatzis and the authors of best-selling leadership books in general is that in my long and exceedingly checkered work life, I have encountered maybe one or two bosses who through education or instinct seemed to practice this approach.
Is it me? Am I just a malcontent, or have I had incredible bad luck in bosses? I would love to hear from anyone who has worked for one of these supportive leaders.