The Science of Inspiration: Why Leaders Inspire or Infuriate | Adam Galinsky - E709
episode
BRAVE Southeast Asia Tech: Singapore, Indonesia, Vietnam, Philippines, Thailand & Malaysia Startups, Founders & Venture Capital VC (English)
45 min
2 speakers
8 chapters
transcribed 18 days ago
Transcript
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Transcript generated automatically by AI and may contain errors.
Why do some leaders inspire while others infuriate?
Leaders have no choice in whether they impact others. An offhand compliment by a leader becomes glorious praise, but an offhand insult becomes humiliating criticism.
How did Adam Galinsky’s research on negotiations lead to the concept of friend and foe?
The effect was so large and so profound, the Swiss Employment Agency forced us to end the experiment. She got on the intercom and she said ten words, straightforward words that were about as transforming.
What is the Leader Amplification Effect and how does it shape a leader’s impact?
She said.
How does reflecting on power and personal values change leadership behavior?
Hey Adam, so excited to have you on the show. I'm so excited to be here.
Why does Adam argue AI is fundamentally sycophantic and erodes human connection?
Well, congratulations on your book, Making the Best Seller List.
What are the three universal traits of inspiring leaders?
Thank you so much. It feels amazing. Yeah, I know.
How did Captain Tammie Jo Shults demonstrate inspiring leadership during Flight 1380?
And it's about inspiration. And I think more interestingly about the science behind inspiration because it's one of those things where you can feel it, uh, but how do you channel it? But that's uh you know, a difficult question, right? And so I wanted to kind of hear your perspective on it. So Adam, could you introduce yourself?
How do inspiring leadership traits differ between individualistic and collectivist cultures?
Yeah.
Sure. My name is Adam Kalinski. I'm a professor at Columbia Business School. Um, but I'm in Singapore for one year visiting at the NCOD business school.
Oh, fantastic. Yeah. And I think, you know, you've done such an incredible job, not just teaching, but also doing some research. And I think for me when I look at your body of work, I feel like, you know, there are three major pieces. Uh one is your first book, which is about friend and foe. Uh the second, of course, is your viral TED Talk, I would say. I don't think it's a book, but it's very much uh, you know, a a body or point of view. And of course the third is your newest book about inspiration. So I'd love to hear that maybe that story chronologically because You know, how your interests develop, right? So how how did that first uh piece of work come into existence, yeah?
Well, you know, my first love from a research perspective was negotiations. I just love teaching negotiations. I love researching about negotiations. I've published, I don't know, maybe forty scientific articles on negotiations. And um it just uh you know, negotiations is such a fundamental um dilemma that we face in everything we do, which is um that tension between cooperation and competition. Train. Am I gonna be friendly to you or am I gonna be aggressive to you? Am I gonna be your friend or your foe? And other people, do I know they're my friend? Or are they pretending to be my friend, but they're really my foe? Or could they be my friend, but I'm treating them like a foe? And so that book was really about that tension that explains so much of human nature.
And a lot of the research that I've done is really like how we um, you know, not only resolve conflict, but also just like simple things like. Um Do should we make the first offer, right? How do we make the first offer in negotiations? Um, should we apologize? How should we apologize? Um, the role that um um and so one of the so that was my first love was negotiations, but in starting to really love negotiations, I started to research something that became probably the thing I'm most well known for in the world, which is understanding what I call social. Hierarchy, so power and status, and what it means to have power and status and how that affects us psychologically. And so for about a decade, I published really focused on high power people, high status people, like what is going on in their brains?
Um, how does their power and status change them? And it makes sense to explore that because people in positions of power and status leaders, um, they have huge impact on. others. By understanding them, we also have an avenue to impact others. Um, but then after about you know a decade of doing that, um, I started becoming really interested then in um what's it like to not have power? And and and how do we understand that? So my TED talk was called um how to speak up for yourself. And so the question is when one of the big ideas that I have, and and I think it's um uh you know, I coined a phrase in that TED talk. I didn't know I had coined the phrase, um, but I coined a phrase called the low power double bind.
And I was playing on the gender double blind, the idea that women need to be a to get ahead in life, but then they get punished for doing so.
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Chapters
8 chapters
1
Why do some leaders inspire while others infuriate?
0:00–0:11
2
How did Adam Galinsky’s research on negotiations lead to the concept of friend and foe?
0:11–0:26
3
What is the Leader Amplification Effect and how does it shape a leader’s impact?
0:26–0:28
4
How does reflecting on power and personal values change leadership behavior?
0:28–0:31
5
Why does Adam argue AI is fundamentally sycophantic and erodes human connection?
0:31–0:34
6
What are the three universal traits of inspiring leaders?
0:34–0:36
7
How did Captain Tammie Jo Shults demonstrate inspiring leadership during Flight 1380?
0:36–0:51
8
How do inspiring leadership traits differ between individualistic and collectivist cultures?
0:51–45:42
Speakers
2 identifiedMore from BRAVE Southeast Asia Tech: Singapore, Indonesia, Vietnam, Philippines, Thailand & Malaysia Startups, Founders & Venture Capital VC (English)
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