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CHAPTER 5: LEADERSHIP MIND AND HEART 155
• Love-based motivation: If the job and the leader make me feel valued as a Love-based motivation
Love-based motivation
motivation based on feeling
person and provide a sense of meaning and contribution to the community motivation based on feeling
valued in the job
at large (fulfilling higher needs of heart, mind, and body), then I will give valued in the job
you all I have to offer. 71
A good example comes from Southwest Airlines, the only major airline that
remained profi table during the turmoil following the September 2001 terrorist at-
tacks in the United States. Founder and former CEO Herb Kelleher built the orga-
nization based on love, and employees responded with amazing performance and
acts of selflessness. After the attacks, most airlines asked their employees to donate

portions of their pay back to the company, leading to strained union– management
relations. At Southwest, which is also unionized, the employees themselves or-
ganized the give-back effort because of their positive feelings for the company. 72
Many examples throughout this book illustrate what happens when positive emo-
tion is used. One management consultant went so far as to advise that fi nding
73
creative ways to love could solve every imaginable leadership problem. Rational
thinking is important, but leading with love can build trust, stimulate creativity,
inspire commitment, and unleash boundless energy.

Summary and Interpretation

Leaders use intellectual as well as emotional capabilities and understandings to
guide organizations through a turbulent environment and help employees feel en-
ergized, motivated, and cared for in the face of rapid change, uncertainty, and job
insecurity. Leaders can expand the capacities of their minds and hearts through
conscious development and practice.
Leaders should be aware of how their mental models affect their thinking
and may cause “blind spots” that limit understanding. Becoming aware of as-
sumptions is a fi rst step toward shifting one’s mental model and being able to see
the world in new and different ways. Four key issues important to expanding and
developing a leader’s mind are independent thinking, open-mindedness, systems
thinking, and personal mastery.
Leaders should also understand the importance of emotional intelli-
gence. Four basic components of emotional intelligence are self-awareness,
self- management, social awareness, and relationship management. Emotion-
ally intelligent leaders can have a positive impact on organizations by helping
employees grow, learn, and develop; creating a sense of purpose and meaning;
instilling unity and team spirit; and basing relationships on trust and respect,
which allows employees to take risks and fully contribute to the organization.
Most work in organizations is done in teams, and emotional intelligence applies
to teams as well as to individuals. Leaders develop a team’s emotional intelligence
by creating norms that foster a strong group identity, building trust among mem-
bers, and instilling a belief among members that they can be effective and succeed
as a team.
Traditional organizations have relied on fear as a motivator. Although fear
does motivate people, it prevents people from feeling good about their work and
often causes avoidance behavior. Fear can reduce trust and communication so
that important problems and issues are hidden or suppressed. Leaders can choose
to lead with love instead of fear. Love can be thought of as a motivational force
that enables people to feel alive, connected, and energized; as feelings of liking,