Civility elicits perceptions of warmth and competence. Susan T. Fiske, a professor at Princeton, and Amy J. C. Cuddy, a professor at Harvard, with their colleagues have conducted research that suggests that these two traits drive our impressions of others, accounting for more than 90 percent of the variation in the positive or negative impressions we form of those around us. These impressions dictate whether people will trust you, build relationships with you, follow you and support you.
The catch: There can be a perceived inverse relationship between warmth and competence. A strength in one can suggest a weakness of the other. Some people are seen as competent but cold — he’s very smart, but people will hate working for him. Or they’re seen as warm but incompetent — she’s really friendly, but probably not very smart.
Leaders can use simple rules to win the hearts and minds of their people — with huge returns. Making small adjustments such as listening, smiling, sharing and thanking others more often can have a huge impact.
Christine Porath, “No Time to Be Nice”, The New York Times (21 June 2015), SR7.