Mood is a fundamental part of being human. We all experience a range of moods, sometimes clearly linked to events, other times seemingly without cause. While it’s unwise to try and control our moods entirely, we can practise mastering them. This means committing to action that aligns with our values and goals, regardless of how we feel.
Sometimes we succeed in this, sometimes not. But for leaders, mastering mood is particularly important, as how we’re feeling and what we’re projecting can ripple outward and influence the entire organisation.
Whether we like it or not, the mood of the leader has an outsized impact on the mood (and therefore the performance), of the team.
But this doesn’t mean leaders should try to manage or manipulate the team’s mood to shape culture. Managing your own mood is already challenging; controlling the emotional climate of others is impossible. Instead, effective leadership starts with mastering your own mood and being present to the emotional state of the team.
Mood leak: Leaders as emotional amplifiers
Consciously or unconsciously, leaders impose their mood on others. Some attempt to enforce positivity through sheer willpower, while others unknowingly drain energy from the room by projecting a dark mood or anxious presence.
Attempting to suppress your mood can just as easily increase how much of the mood you’re projecting to some in your team. Others may sense inauthenticity, which amplifies your actual emotional state across the organisation.
It takes practice, but effective leaders learn to acknowledge how they feel, then act beyond that mood, aligned with the team’s goals and vision. This authenticity builds trust and reduces speculation. You don’t need to give a daily emotional update, but you do need to recognise when your mood might affect others. In those moments, transparency helps.
By simply naming your mood and (when appropriate) its causes, you both disarm its impact and invite support. Most importantly, you quiet the little voices in your team’s heads wondering if they did something wrong or what your behaviour might mean.
Gossip: A window into your team’s mood
Leaders are not ambassadors of the mood of the organisation, shaping it with their own mood, but caretakers. They need to be fully present to the overall mood of the team. Although they cannot manage the mood, the need to know when and how to intervene to understand root causes of developing moods before they negatively impact culture.
Take gossip. Gossip is natural. It builds social bonds and often surfaces emotional truths. As a leader you must expect that some of this gossip will be about you and your vision. Not all of it will be positive. For many, the natural inclination when they hear gossip or negative chat about themselves or their projects is to weigh in and try to change the mood of the conversation. The smart choice is to sit back a little and really tune into what is being said.
Allowing a bit of venting can be healthy. It lets air circulate and clears the emotional atmosphere. Leaders must be able to remain emotionally present in these moments without letting it skew their own mood. Shutting down conversation only drives it underground. But emotionally disconnecting from it entirely leaves you blind to emerging risks.
Listening for what’s missing
The smart leader listens for what’s missing, not just what’s being said. Occasional frustration is normal. But when gossip becomes persistent complaint, you may be facing a deeper cultural issue. Sustained negativity without commitment to change creates a commentator culture, where individuals move from contributing to criticising, gathering others into echo chambers of discontent. This dynamic can fuel exclusion, bullying, and team breakdown. Leaders must be alert to the shift and intervene with curiosity, not control.
Exhorting people to “get back on the bus” or pushing positivity usually backfires. In these moments, leaders must become coaches, not cheerleaders. The key is to listen for what’s missing and help people reconnect with their role in the team. Only by engaging with the underlying issues can you bring people back from the sidelines and into active participation.
Moods are part of being human, and our individual moods affect the collective mood and culture of teams and organisations. As both ambassador and caretaker of the mood of the organisation, leaders need to be ultra-conscious of their own mood and become experts and mastering it.
Looking to create an impossible future? Get in touch to explore how we can help you ignite your ambitions.