“Sometimes our light goes out but is blown again into flame by an encounter with another human being. Each of us owes the deepest thanks to those who have rekindled this inner light” ——- Albert Schweitzer
We exist in an era that is defined by rapid change, competitive pressure, and rising complexity, life skills are no longer optional they are strategic. Among them, appreciation stands as one of the most undervalued leadership competencies, often relegated to the domain of etiquette rather than embraced as a lever for performance, culture, and innovation.
Yet the ability to recognize and express appreciation is not only a human imperative but it is a professional need too. Its absence erodes morale, engagement, and psychological safety. Its presence cultivates trust, unlocks discretionary effort, and fuels collective resilience
So, why despite its known benefits, is appreciation so often absent from the leadership playbook?
At its essence, appreciation is the recognition of value, of effort, contribution, potential, or character. Unlike transactional praise, appreciation is relational. It affirms identity, not just output. It fosters belonging, not just compliance. It reminds individuals they are not invisible in a system that too often rewards performance over personhood.
Research by Harvard Business Review and Gallup consistently shows that employees who feel appreciated are more productive, engaged, and loyal. In fact, Gallup data reveals that individuals who receive regular recognition are more than twice as likely to say they intend to stay with their organization for the long term.
Beyond retention, appreciation influences performance. People who feel seen, heard and valued are more likely to take initiative, collaborate authentically, and contribute their full intellectual and emotional capital to the work at hand. It turns out that being appreciated is not just emotionally satisfying, it is operationally essential.
And yet, many leaders struggle to operationalize this deceptively simple behaviour.
Understanding the obstacles to appreciation requires more than emotional intelligence; it requires cultural awareness, psychological insight, and a willingness to challenge internalized norms. Five core barriers often prevent appreciation from becoming embedded in leadership behavior
Scarcity Mindset in Competitive Environments
In environments where recognition is perceived as a finite resource, people hesitate to extend appreciation for fear it may diminish their own standing. This is particularly prevalent in high-stakes, performance-driven cultures where visibility and advancement are tightly linked to perceived contribution.
This zero-sum thinking breeds comparison over celebration. Leaders may unconsciously withhold praise, fearing that acknowledging others could threaten their authority or disrupt hierarchical dynamics. Ironically, this only weakens team cohesion and fuels disengagement.
Fear of Vulnerability
Appreciation requires more than observation—it requires emotional presence. For many leaders, expressing appreciation feels uncomfortably intimate. It demands a momentary lowering of defences and an acknowledgment of interdependence. For those conditioned to equate leadership with stoicism or control, this feels risky.
Yet vulnerability, when practiced intentionally, is not weakness. It is strength. It humanizes leadership and strengthens followership.
Cultural and Familial Conditioning
Not all cultures or upbringings encourage overt recognition. In some contexts, stoicism is a virtue and emotional expression is subdued. Leaders raised in environments where appreciation was sparse may lack the emotional fluency or behavioral models to offer it comfortably.
This does not imply deficiency, but rather the need for awareness and skill-building. Emotional intelligence is not innate, it is learned, practiced, and refined over time.
Perfectionism and Outcome Fixation
Many high-performing leaders operate from a perfectionist mindset, where excellence is expected and anything less than ideal is overlooked. In this paradigm, appreciation is reserved for exceptionalism and not for progress, effort, or growth.
The unintended consequence? Teams feel perpetually not good enough. Motivation erodes. Innovation stalls under the weight of chronic inadequacy.
Great leaders understand that excellence is not just a product of high standards, it is a product of psychological safety. And that safety is built, in part, through consistent and authentic appreciation.
Inattention and Busyness
In the relentless pace of modern leadership, noticing often takes a back seat to doing. Leaders are bombarded with competing priorities, digital noise, and performance metrics. In such an environment, appreciation becomes collateral damage not due to intent, but due to inattention.
But noticing is the first act of leadership. Appreciation begins by paying attention not only to what is happening, but to who is making it happen.
What sets high-trust, high-impact leaders apart is not charisma, but consistency. They understand that appreciation is not a one-time gesture, it is a strategic practice. This is how thoughtful leaders embed it into their daily rhythm:
Make It Specific and Sincere
Generic praise is forgettable. Specific, situational appreciation is powerful. Instead of saying, “Great work,” say, “Your ability to de-escalate that stakeholder conversation with empathy and clarity turned the meeting around. That was masterful.”
Embed It into Systems and Rituals
From one-on-one meetings to post-project reviews, appreciation can be institutionalized without becoming mechanical. Recognize contributions during team standups, integrate peer-to-peer recognition platforms, or initiate a “gratitude close” at the end of strategic off-sites.
When appreciation becomes a cultural rhythm, it reinforces values and behaviors organically.
Balance Public and Private Recognition
Not everyone wants a spotlight. Tailor your approach to individual preferences as some thrive on public acknowledgment, others value a handwritten note. The most effective appreciation is the kind that is both heard and felt.
Appreciate Up, Down, and Across
Appreciation is not a top-down tool. It is a 360-degree practice. Recognize your peers, direct reports, cross-functional collaborators, and even senior leaders. The more democratized appreciation becomes, the more it fosters horizontal trust and cohesion.
Practice Self-Appreciation
Leadership is a demanding endeavour, and self-criticism is often internalized as a motivational tool. But leaders who never pause to recognize their own growth and effort are more prone to burnout and disconnection.
Self-appreciation is not vanity; it is emotional hygiene. It replenishes the inner well from which we serve others.
According to William James, an American philosopher and psychologist, “The deepest principle in human nature is the craving to be appreciated.”
Appreciation is not ornamental. It is foundational. It transforms transactional relationships into human ones. It turns compliance into commitment. It converts quiet contributors into vocal champions.
As the workplace becomes more distributed, diverse, and digitally mediated, appreciation will only grow in importance. It is the glue that holds teams together, the spark that ignites culture, and the mirror that reminds people of their inherent worth.
For leaders seeking to shape not just performance but legacy, appreciation is one of the most underutilized forms of influence.
It costs nothing. It changes everything.
By : Dr Srabani Basu, Associate Professor, Department of Literature and Languages, SRM University AP, Amaravati.
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