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154 PART 3: THE PERSONAL SIDE OF LEADERSHIP

IN THE LEAD hired. And the organization chart of SVS didn’t just show the company’s 115 employ-
ees. It also showed spouses, children, and even grandchildren who were consid-
ered part of the corporate family.
By starting with passionate leadership and making a conscious effort to help
others find their passion at work, SVS leaders built a strong company and a com-

mitted workforce.
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SVS also tapped into the aspect of love as feelings. Love as feelings involves
attraction, fascination, and caring for people, work, or other things. This is what
people most often think of as love, particularly in relation to romantic love be-
tween two people. However, love as feelings is also relevant in work situations.
Feelings of compassion and caring for others are a manifestation of love, as are
forgiveness, sincerity, respect, and loyalty, all of which are important for healthy
working relationships. One personal feeling is a sense of bliss, best articulated for
the general public by Joseph Campbell in his PBS television series and companion
book with Bill Moyers, The Power of Myth. Finding your bliss means doing
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things that make you light up inside, things you do for the joy of doing rather
than for material rewards. Most of us experience moments of this bliss when we
become so absorbed in enjoyable work activities that we lose track of time. This
type of feeling and caring about work is a major source of charisma. Everyone
becomes more charismatic to others when they pursue an activity they truly care
about.
Love as action means more than feelings; it is translated into behavior. Stephen
Covey points out that in all the great literature, love is a verb rather than a noun. 69
Love is something you do, the sacrifices you make and the giving of yourself to

others. The feelings of compassion, respect, and loyalty, for example, are trans-
lated into acts of friendliness, teamwork, cooperation, listening, and serving oth-
ers. Feelings of unity and cooperation in organizations by leaders or followers
translate into acts of helping, sharing, and understanding. Sentiments emerge as
action.

Why Followers Respond to Love
Most people yearn for more than a paycheck from their jobs. Leaders who lead
with love have extraordinary infl uence because they meet fi ve unspoken employee
needs:
Hear and understand me.
Even if you disagree with me, please don’t make me wrong.
Acknowledge the greatness within me.
Remember to look for my loving intentions.
Tell me the truth with compassion. 70
When leaders address these subtle emotional needs directly, people typically
respond by loving their work and becoming emotionally engaged in solving prob-
lems and serving customers. Enthusiasm for work and the organization increases.
People want to believe that their leaders genuinely care. From the followers’ point
of view, love versus fear has different motivational potential.
Fear-based motivation
Fear-based motivation • Fear-based motivation: I need a job to pay for my basic needs (fulfilling lower
motivation based on fear of
motivation based on fear of needs of the body). You give me a job, and I will give you just enough to
losing a job
losing a job
keep my job.