Rachel A.
Status is a fundamental human need, and as such, many individuals seek to be in positions of power. Not only can power build esteem, it enables the holder to influence others, make changes, and control resources.
Power, however, is a limited commodity; and in order for one individual to gain it, another must lose it. Consequently, many individuals will go to extreme lengths to gain or keep power. The use of violence, money and slander being some of the most dishonourable methods.
Us warriors need to have the strength of character to flourish without being in positions of power; yet, there are also honorable ways of building it.
Maya Angelou once said: ‘People will forget what you said. People will forget what you did. But people will never forget how you made them feel’. Truly powerful leaders empower others, and the best way to do so is by nurturing what is known as positive psychological capital (PSYCAP).
The concept of positive PSYCAP was developed by Fred Luthans, and it consists of four main components: Hope, self-Efficacy, Resilience, and Optimism (HERO). Research suggests that each of these are manageable in the workplace, and combined have a far greater impact on performance than standard goal setting.
If you can raise the HERO within another, and make them feel good about themselves, the appreciation and respect will develop a following far greater than the use of any positional authority. Think about it: a leader who is considerate and ethical, who praises work well done, who provides corrective feedback in private, and who cares for their people, is a godsend! Who wouldn’t want a boss like that! Imagine if that leader was also able to increase their followers’ hope, self-efficacy, resilience and optimism! Given the choice between an authoritarian, critical, micromanaging, negative supervisor, and an empathic, optimistic, and grateful supervisor who grows and develops their people, I am sure we would all choose the latter.
So, how do we as leaders build the HERO within our followers?
HOPE
Hope is the expectation that events will play out as desired. In the PSYCAP context, it is possessing the motivation to find both the will and the way to accomplish the desired goal. Hopeful people are not ‘wishful’, they plan with consideration to obstacles that may arise along the way.
Setting SMART (Specific, Measurable, Achievable, Relevant, and Time-bound) goals, that are broken into smaller sub-components and milestones, is key in the workplace. Hope grows when we can see a clear pathway towards our goals. Teaching others how to deal with setbacks, and exploring ‘what-if’ scenarios increases readiness. Confidence builds as we accomplish each step.
Delegating and providing autonomy, as well as treating followers with the view they will succeed, also increases hope.
SElf-efficacy
Self-efficacy is the belief in ourselves that we can accomplish what we set out to achieve. The higher our self-efficacy the more we will attempt.
Self-efficacy can be built through guided mastery experiences. Give followers tasks that become increasingly challenging; however, still achievable. After a period of time, look back and highlight with the individual the gains they have made. Highlighting successes helps to increase awareness over ability. This is especially helpful for individuals with an external locus of control (seeing external factors as contributing to their success, as opposed to their personal efforts and traits).
resilience
Our ability to bounce back and learn from adverse events determines our resilience. Life will not always be easy, but the successful individual gets back up after being knocked down. Again and again and again.
Equipping people to deal with setbacks is important to building and growing resilience. Part of this involves helping them face up to reality and take responsibility for their lives. Flexibility is also key. As Charles Darwin’s ‘Theory of Natural Selection’ observed, the species that adapts to their changing environment, survives. So too can this be said of us warriors. We need to learn to develop behavioural flexibility and improvise. In a work setting, this may include brainstorming to find new ways to reach organisational goals.
There are plenty of resources online regarding resilience, and The Guild encourages you to seek them out!
optimism
The optimistic individual believes that good things will happen. If you find yourself somewhat pessimistic at times, it is perfectly normal! We all have a negativity bias due to our brains being wired to alert us to danger. Imagining what could go wrong, and what threats are out there, is our brains’ way of keeping us safe. Yet, our brains are also rational, and we can challenge negative thoughts by reframing events in a positive light. Rather than think of all that could go wrong, how much more could go right!
If you find yourself in a leadership position, modelling optimism is also helpful. Humans are vicarious learners, meaning we can learn simply by watching others. We are also prone to emotional contagion – catching each other’s moods and emotions. If you are positive and able to reframe events with optimism, others can learn to also.
PSYCAP and power
Quite simply, when others make us feel good, we want to be around them. It is a rare and often unrecognised power to have others drawn towards you because you raise their HERO, and in turn, their positive psychological capital. Regardless of the number of followers you have, making the effort to have a positive impact upon another’s growth and development is highly honorable. As stated towards the start of this article, powerful leaders empower others. Providing people with the skills and tools to better manage life, both inside and outside of work, is the true embodiment of empowerment.
further reading
Luthans, F., & Youssef, C. M. (2004). Human, social, and now positive psychological capital management: Investing in people for competitive advantage.
Wang, H. U. I., Sui, Y., Luthans, F., Wang, D., & Wu, Y. (2014). Impact of authentic leadership on performance: Role of followers’ positive psychological capital and relational processes. Journal of Organizational Behavior, 35(1), 5-21.Wu (2014)
The Warrior-Womxn's Guild 