One day, Daniel’s director pulled him aside and shared some tough feedback. “You’re great at driving results, but your team doesn’t feel heard or supported. If you want long-term success, you need to coach, not just manage.”

This hit Daniel hard. He prided himself on his leadership, but the realization that he was losing great people because of his approach made him pause. Determined to improve, he enrolled in a leadership coaching program focused on transforming managers and leaders into coaching leaders.

The Shift Begins

The program was an eye-opener. At first, coaching felt unnatural. Daniel was used to providing answers, not asking questions. He had always believed leadership meant being the smartest person in the room. But through workshops, role-playing exercises, and real-time coaching sessions, he learned that great leaders don’t have to provide all the answers—they empower their teams to discover solutions themselves.

He started practicing new coaching techniques, including active listening and powerful questioning. Instead of immediately solving problems for his employees, he began asking:

• “What do you think would be the best approach?”
• “What’s the real challenge here?”
• “What’s another way to look at this situation?”

Though it felt uncomfortable at first, he committed to applying what he was learning in his day-to-day leadership.

The Breakthrough Moment

One day, his top performer, Sarah, came to him frustrated about a client issue. Normally, Daniel would have jumped in with a solution. But this time, he remembered what he had learned in his coaching program. He paused, listened deeply, and then asked, “If you had full control, how would you handle this?”

Sarah thought for a moment and then laid out a plan. To Daniel’s surprise, it was better than what he would have suggested. “That sounds like a solid approach,” he said. “Let’s go with your idea.”

The impact was immediate—Sarah walked away feeling empowered, and Daniel realized that his team had more potential than he had given them credit for. This was the moment when coaching truly clicked for him.

The Ripple Effect

As Daniel continued applying what he had learned, his leadership style transformed:

• He replaced directive conversations with one-on-one coaching discussions.
• He encouraged team members to take ownership of their development.
• He shifted from giving critical feedback to asking reflective questions that inspired growth.

The results were undeniable:

• Team engagement soared—people felt heard and valued.
• Problem-solving improved—employees were thinking critically rather than relying on Daniel for answers.
• Turnover dropped significantly—his team became a place where people wanted to work.

The New Daniel

A year later, Daniel’s director pulled him aside again. This time, it wasn’t a warning—it was praise. “I don’t know what changed, but your team is thriving. Keep doing whatever you’re doing.”

Daniel smiled. His leadership coaching program had not only taught him techniques—it had changed his mindset. Coaching wasn’t just a leadership tool; it was a way of thinking, leading, and engaging with his team. And in embracing it, he had not only transformed his team but had also become the leader he had always aspired to be.

Not a Singular Story

Daniel’s journey reflects Dr. Kevin McGarry’s assertion that coaching is more than a leadership tool—it’s a way of leading that fosters belonging and connection. Initially, Daniel led with efficiency and results in mind, but his shift toward coaching transformed not only his leadership style but also the culture of his team. By embracing coaching, he created a psychologically safe workplace, encouraged open dialogue, and empowered his employees to take ownership of their growth.

McGarry’s work reinforces that coaching isn’t just about improving individual performance—it’s about cultivating an environment where employees feel valued, engaged, and connected. Daniel’s story exemplifies this transformation, showing how coaching leadership can create a thriving workplace where both people and business results flourish.

Organizational success requires leaders skill development at every level.  In “Scaling Leadership” Anderson and Adams emphasize that coaching is not just a skill but a way of leading—one that aligns with self-awareness, authenticity, and long-term impact. By integrating coaching into leadership, organizations can create workplaces where employees not only perform but truly belong.  Coaching is essential for developing leadership at scale, as it empowers employees to step into their own leadership potential, reinforcing a sense of inclusion and contribution rather than just compliance. It also creates psychological safety and engagement by building trust and openness, making people feel heard, supported, and valued—critical components of belonging. Additionally, coaching helps unlock potential and growth by ensuring employees are recognized for their unique strengths and encouraged to develop them, reinforcing their sense of worth and connection to the organization. In an increasingly complex and uncertain world, coaching equips employees with the adaptability and resilience to navigate change, fostering collaboration and shared problem-solving rather than isolation and fear. Ultimately, coaching is a key lever in transforming organizational culture from a fear-based, reactive environment to one of creativity, connection, and purpose.

Finally, Dr. Richard Boyatzis, shares in “Coaching with Compassion”  that a key advantage of coaching is its ability to drive sustainable behavior change and development. Unlike directive leadership, which can trigger defensiveness, coaching with compassion engages the Positive Emotional Attractor (PEA)—a psychological state that promotes openness, learning, and long-term growth. This results in employees who are more adaptive, self-motivated, and willing to take on new challenges. Coaching also contributes to improved well-being and resilience by reducing stress and enhancing employees’ sense of purpose and fulfillment at work. Furthermore, leaders who coach foster a culture of learning and innovation, providing a safe space for exploration and risk-taking, which encourages creativity and problem-solving.

Leaders who coach bring significant advantages to their organizations and teams, as highlighted by Richard Boyatzis. Coaching enhances employee engagement and motivation by inspiring and supporting individuals rather than relying on directive leadership or micromanagement. This approach leads to higher job satisfaction, commitment, and a deeper connection to the organization. Additionally, coaching improves performance and goal attainment by helping employees align their personal aspirations with organizational objectives, fostering both individual and collective success. Leaders who coach also develop stronger emotional and social intelligence, allowing them to build deeper relationships, enhance team dynamics, and create a more connected and collaborative work environment.

Ultimately, Boyatzis emphasizes that coaching is not about fixing problems but about unlocking people’s potential by focusing on their strengths, aspirations, and personal growth. This approach not only builds a strong leadership pipeline but also fosters a culture where employees feel valued, supported, and connected. In doing so, coaching becomes a powerful tool for creating belonging at work, ensuring that employees thrive both personally and professionally.

These coaching principles along with other research-based concepts have been integrated into the Coach as Leader; Leader as Coach program sponsored by Global IOC.  The program is co-facilitated by Dr. Kevin McGarry and Dr. Peggy Marshall.  For more information about the program, click on this link.  Leader as Coach, Coach as Leader Program – Global Institute of Organizational Coaching

The process of emotional contagion often begins subtly. The book “Emotional Contagion” by Hatfield, Cacioppo, and Rapson though originally published in 1994 is widely cited in psychology, organizational behavior, and leadership studies. It provides foundational knowledge for understanding how emotions spread and influence human interactions. The book remains relevant today, especially with the rise of digital communication, where emotions can be transmitted rapidly through social media and online interactions.

Other researchers have found that our brains are wired to mirror others’ facial cues, a response deeply rooted in human evolution as social beings. Body language also plays a crucial role; we unconsciously pick up on others’ postures, gestures, and overall demeanor, which can convey emotional states such as sadness, enthusiasm, or stress. A slumped posture may signal dejection, while animated, energetic movements can spread excitement to others in the group. Likewise, tone, pitch, and speech rhythm convey emotions such as anger, joy, or anxiety. When someone speaks in a raised, tense tone, listeners may unconsciously mimic those vocal cues, heightening their own stress levels in the process.

As the receiver absorbs these cues, the brain interprets and often internalizes the emotion, creating an empathetic response that feels authentic. In a matter of seconds, emotional contagion can set in, causing the receiver to genuinely experience and reflect the sender’s emotions. This doesn’t stop at mere observation; it extends to behavioral imitation, where the receiver not only feels the emotion but begins acting in ways that align with it. For example, if one person in a group expresses anxiety, this anxiety can quickly spread, leading others to feel similarly tense or stressed. This collective emotional state significantly affects group dynamics, influencing decision-making, communication, and overall productivity.

In group settings, emotional contagion can create a feedback loop where emotions are continuously reinforced and amplified. Positive emotions, such as laughter and joy, can foster an uplifting atmosphere, while shared stress or negativity can escalate into heightened anxiety or resentment. Emotional contagion influences not only individual moods but also the overall tone and effectiveness of teams, families, and social networks.

The Science Behind Emotional Contagion

James H. Fowler and Nicholas A. Christakis, in their book Connected: The Surprising Power of Our Social Networks and How They Shape Our Lives, highlight how emotions spread within social networks, often beyond immediate, face-to-face connections. They argue that emotions ripple through social networks in ways we might not fully recognize, affecting even those who are several degrees removed from the original source. For example, if one person is particularly joyful or distressed, that emotion can extend outward, influencing friends of friends and beyond. This research underscores the interconnected nature of human emotions and how social ties shape behavior, thoughts, and emotional experiences.

Sigal Barsade made significant contributions to understanding emotional contagion, particularly in organizational contexts. Her research explored how emotions, whether positive or negative, permeate group settings, affecting cohesion, decision-making, and productivity. Barsade introduced the concept of the “ripple effect,” where the emotions of one individual create waves throughout a workplace, much like a stone thrown into a pond. Even minor cues—such as a raised eyebrow or a change in tone—can profoundly influence the work environment. In one of her notable studies, Barsade placed participants in small groups where one individual, known as a “confederate,” displayed either positive or negative emotions. The findings demonstrated that the confederate’s mood significantly influenced the emotional state of the entire group and even affected their performance on cooperative tasks.

Richard Boyatzis, along with colleagues Annie McKee and Daniel Goleman, introduced the concept of resonant leadership, which is closely tied to emotional contagion. Resonant leaders are deeply in touch with their own emotions and those of others, creating a positive and supportive emotional climate within their organizations. This leadership style leverages emotional contagion to spread optimism, enthusiasm, and resilience throughout the team, resulting in higher engagement, morale, and productivity. Boyatzis emphasizes that leaders with high emotional intelligence are particularly skilled at managing emotional contagion. They are aware of how their emotions affect others and can harness emotional contagion to inspire and motivate, cultivating an environment where employees feel valued and empowered. Such leaders also have self-awareness to prevent the spread of negative emotions, which can lead to workplace toxicity and diminished performance.

Emotional Contagion in the Digital Age

In today’s high-stress environments, emotional contagion plays a critical role in team cohesion and productivity. Leaders who understand and manage emotional contagion effectively can transform their teams, fostering environments where individuals are happier and more productive. Conversely, leaders who fail to recognize the effects of their own emotional states risk inadvertently spreading stress, anxiety, or frustration, creating a toxic workplace culture that stifles creativity, collaboration, and performance.

Beyond workplaces and social groups, emotional contagion has profound societal implications. With the rise of social media, emotions now spread more rapidly, reaching vast audiences instantly. News of a global event, for example, can spark fear or outrage within minutes, affecting people worldwide who may then amplify those feelings through comments, posts, and reactions. Social media platforms, designed to highlight emotionally charged content, act as accelerators for emotional contagion, influencing collective mindsets and even social movements. This ability to transmit emotions on a massive scale means that emotional contagion has taken on a new, often intensified dimension in the digital age.

Managing Emotional Contagion

Understanding and managing emotional contagion requires mindfulness, empathy, and emotional intelligence. Whether in personal relationships, workplaces, or broader social settings, recognizing how emotions unconsciously spread allows individuals to cultivate more intentional interactions. Practicing self-awareness and emotional regulation can help reduce the spread of negative emotions while fostering environments where positive emotional contagion can thrive. By harnessing emotional contagion not as an uncontrollable force but as a tool, individuals and leaders can create supportive, resilient, and emotionally attuned communities.

Coaching can play a critical role in helping leaders and teams navigate emotional contagion effectively. By incorporating coaching techniques, individuals can learn to regulate their own emotions, build resilience, and foster positive emotional contagion within their organizations. Effective coaching approaches include: Emotional Intelligence Development: Helping individuals become more aware of their emotions and how they influence others. Mindfulness Training: Encouraging practices that enhance self-regulation and reduce stress responses. Cognitive Reframing: Teaching techniques to shift negative emotional patterns into constructive ones. Communication Coaching: Enhancing leaders’ ability to communicate emotions effectively to inspire and support their teams. Resilience Coaching: Helping employees develop strategies for managing stress and maintaining a positive workplace culture. By integrating coaching into leadership development and team dynamics, organizations can create a workplace environment that not only prevents negative emotional contagion but actively promotes a culture of well-being and productivity.

Join us on February 12 at 11 EST for our webinar on “Detach from Drama”.  Emotional contagion is a key component of drama and resources and tools for addressing it will be discussed in more detail.  https://us02web.zoom.us/j/89306258336?pwd=DKiN81Y6PdmueKawvEa6NQlCaoHi14.1