Gratitude Journal Exercise Increases Leaders’ Individual Consideration Through Change in Objectification and Perceived Closeness: A Randomized Experiment

Abstract

Effective leadership is critical for achieving positive outcomes in the workplace, including increased profits, job satisfaction, and performance. However, little is known about what enhances positive leadership behaviors. Drawing on the find-remind-and-bind theory (Algoe, 2012), we examined whether gratitude journaling alters leaders’ conception of followers (i.e., objectify less, humanize more), resulting in higher desire for closeness and greater intention to engage in individualized consideration. The experiment involved 156 leaders, which found that the gratitude intervention increased individualized consideration intention through decrease in objectification and increase in perceived closeness. Integrating propositions from the social distance theory of power (Magee & Smith, 2012), we further considered whether the benefits of gratitude are limited for those with a higher desire for power. Contrary to predictions, the study found that leaders’ desire for power does not hinder the indirect effects of gratitude on individualized consideration intention. Further results and implications are discussed as well.