How to be a better leader: 5 evidence-based tips

…of all the positive events that influence inner work life, the single most powerful is progress in meaningful work; of all the negative events, the single most powerful is the opposite of progress — setbacks in the work. We consider this to be a fundamental management principle: Facilitating progress is the most effective way for managers to influence inner work life. [The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work]

In the U.S. Navy, researchers found, annual prizes for efficiency and preparedness are far more frequently awarded to squadrons whose commanding officers are openly encouraging. On the other hand, the squadrons receiving the lowest marks in performance are generally led by commanders with a negative, controlling, and aloof demeanor. [The Happiness Advantage: The Seven Principles of Positive Psychology That Fuel Success and Performance at Work]

As you've probably anticipated, in the actual experiment, the group leaders proved to be no more competent than anyone else. They became leaders by force of personality rather than strength of ability. Before starting the group task, the participants completed a short questionnaire designed to measure how "dominant" they tended to be. Those people with the most dominant personalities tended to become the leaders. How did the dominant individuals become the group leaders even though they were no better at math? Did they bully the others into obeying, shouting down meek but intelligent group members? Did they campaign for the role, persuading others that they were the best at math, or at least the best at organizing their group? Not at all. The answer is almost absurdly simple: They spoke first. For 94 percent of the problems, the group's final answer was the first answer anyone suggested, and people with dominant personalities just tend to speak first and most forcefully. [The Invisible Gorilla: How Our Intuitions Deceive Us]

Adam Grant, a scholar in the field of organizational behavior, realized that workers often fail to live up to their potential because they've lost track of the significance and meaningfulness of their own jobs. He figured that if he could remind employees of why their jobs are important, they might become more highly motivated, and therefore, more productive individuals. [Yes!: 50 Scientifically Proven Ways to Be Persuasive]

People don't buy what you do. They buy why you do it… Start with "Why." [Start with Why: How Great Leaders Inspire Everyone to Take Action]

…the core of the matter is always about changing the behavior of people, and behavior change happens in highly successful situations mostly by speaking to people's feelings. [Switch: How to Change Things When Change Is Hard]