Refereed Publications Abstract

WHAT CREATES ENERGY IN ORGANIZATIONS?

Energy is a term used frequently in organizations to describe effective leaders or initiatives marked by enthusiasm and progress. Yet it is also a highly elusive concept. How is energy created and transferred in groups? Perhaps more importantly, is energy related to performance in a meaningful fashion? We set out to address these questions by conducting social network assessments of energy and comparing peoples’ position in the energy network to performance ratings. Interestingly we found that people’s position in the energy network was a much higher and more consistent predictor of performance than the ability to get information from networks and/or impersonal sources. Further, people are much more likely to turn to and learn from energizers than de-energizers. To better understand characteristics of interactions that create energy we conducted in-depth interviews with 63 participants across the seven organizations. Interviews revealed that energizing interactions:

1. Are focused on a compelling vision
2. Unfold in ways that allow parties to contribute meaningfully
3. Capture the full engagement of participants
4. Are marked by progress
5. Create a context in which hope and enthusiasm are generated

Based on these characteristics, we highlight eight specific actions that can be taken to help create energy.

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