Maintain or Enhance Self-Esteem

According to the Interaction Essentials, the first principle to help a person meet other’s personal needs is:

Maintain or Enhance Self-Esteem.

Self-esteem refers to one’s self-evaluation, or appraisal of one’s own worth. The concept of self-esteem rose to popularity in the late 1960s, and it was considered as an attitude and expression of worthiness.

To date, approximately 536 studies, 769 articles, and 80 books have been written on the impact of self-esteem on work performance. Some of the reported outcomes of high self-esteem include high levels of career and job satisfaction, improved motivation and engagement, high-quality work, better personal and professional relationships, and more innovation at work.

Self-esteem is defined as having a good opinion of oneself. People who feel good about themselves are motivated, productive, cooperative and committed.

Leaders, who maintain other’s self-esteem, demonstrate sensitivity to people’s self-worth, especially in developmental or problem discussions. Effective leaders make these types of discussions productive and enhance self-esteem in the process by focusing on facts, not people and by specifically acknowledging others and their good ideas. They express confidence in people’s abilities and treat them with respect.

Leaders who use this key principle attain open lines of communication, inspired commitment to action, reduced defensiveness, increased cooperation among team members.

Summing-up: Individuals who maintain or enhance others’ self-esteem tend to be seen as highly effective and enjoy better team communication and less tension in the workplace. They also are likely to lead employees with higher job satisfaction and performance, greater loyalty, and interpersonal trust.

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