Does Removing A Leader Really Improve Performance? Venting, Does It Really Work? and ‘Psychological Richness’: The Secret Job Characteristic Of Satisfied Employees

Cognicent | March, 2026 | Newsletter

Welcome to the March edition of our Insight Articles!

In this edition we take a look at whether removing a leader actually leads to a sustained performance improvement, the truth about venting, and ‘Psychological Richness’ as a hidden ingredient for satisfied employees.

If you’ve followed any kind of sport, you’ve likely been witness to a club and their management sacking the head coach. Whether it’s due to sustained underperformance, falling just short of the ultimate success or under the guise of needing a “fresh start”, scapegoating seems to be the go-to move for many sporting organisations. However, does this actually serve a purpose in all cases, and does it result in the performance spike that teams desire?

To look at this, we turn to the finance world, specifically a metaphor that’s used to explain short term gains during downward market trends, callously called the “dead cat bounce”. It suggests that even the carcass of a cat when tossed will bounce back. While the metaphor itself can be done without, the sentiment poses the idea that when a coach/leader is fired, the team may experience a temporary performance improvement. Many senior personnel, when sacking a leader/coach, assume that soon a turnaround in performance will be imminent…but here’s the inconvenient truth:

Research looking at sporting teams in the NFL found that upon sacking a coach, teams will win the next game just under 50% of the time

2 years down the track, however, this change only marginally saw performance improvement, but only for very poor performing teams

Findings suggest that the performance outcomes after firing a leader/coach are either the same or even worse in the mid-term

While important to acknowledge change may be required for leaders detrimental to culture and wellbeing within a team, sacking those that aren’t may not be as beneficial as we once thought.

Consider

In both long or short term leadership roles, do we ever use people as scapegoats?

Given this may not always generate better outcomes, what alternatives have we got to enhance performance without uprooting leaders?

Article References:
Scott Adler, Michael J. Berry, David Doherty, “Pushing Reset: The Conditional Effects of Coaching Replacements on College Football Performance,” Social Science Quarterly(October 26, 2012);

Honorato Sousa, Filipe Manuel Clemente, et al, “Effects of Changing the Head Coach on a Soccer Team’s Performance: A Systematic Review,” Biology of Sport(April 10, 2023).

We’ve likely all been in a situation where we’ve had a good vent or been on the receiving end of someone having a vent. Frustrations build up and to alleviate that emotional pressure-valve we let it all out. However, does it actually work? For those that are pro-venting, they might highlight that it’s cathartic and a reflection of strong working relationships. The research backs this up too, identifying it as an opportunity for both the venter and listener to connect.

Those in opposition of venters may then counter with the idea that it perpetuates unhelpful thinking as well as biases the listener. The research supports this notion also, suggesting that it can create divide while demonstrating no lasting relief as the issue still remains. So, if it has pros and cons, what separates it? The answer can be found not in the venter themselves, but in the listeners response, and this is how:

Venting about an issue, while it releases that emotional “pressure valve”, the issue still remains and will continue to remain

Therefore, attempting to make the venter feel better with comments like “it’ll be okay” and “I know it’s hard, but you’re doing well” is counterproductive

As the listener your value can be in supporting the person venting to shift from only releasing the emotional pressure-valve to solution-focused thinking via the use of questions

Our brains are question answering machines, so when we are asked one it triggers us to think and consider an answer…whether you like it or not

Asking people what’s within their control? Where opportunities for a different approach may exist? And what a meaningful step towards change might be?

Sometimes, people just want to vent and while we acknowledge that this has pros, it’s important to also acknowledge if all we do is vent, we may get stuck. Instead, letting people vent for a few minutes and then coaching them into “solution-mode” might make for a more effective strategy.

Consider

Do you or your people tend to get into significant venting sessions?

Could you use questions to help coach yourself or others through their challenges towards a more desirable outcome?

Article Reference:

www.cliffordmorgan.com.au

Job satisfaction is one of the most widely researched and discussed topics within the field of Organisational Psychology. From what creates it to what degrades it, the research is extensive. While there are many commonly known job characteristics linked to high job satisfaction (think autonomy, role clarity, recognition and meaning), a lesser discussed and more recently explored dimension known as ‘Psychological Richness’ has now emerged, and it may prove a beneficial factor especially in creative, constantly changing or knowledge-intensive positions, or for people who place less value on job security or purpose.

It sounds heartwarming, but what is this characteristic actually about? Coined by Psychologists Oishi & Westgate (2021) it alludes to both a personal and professional life that’s filled with variety, surprise moments and meaningful disruptions. Essentially, it’s a job that changes you, for the better. Examples of Psychological Richness are:

You face a variety of new challenges

Opportunity to learn new things and explore new ideas

Collaboration with people different from you to support varied perspectives

Experience of awe, amazement and wonder from the work you engage in

Having these qualities within the role that we engage in helps to challenge our brains, keeping it healthy while also sustaining our curiosity in the work we do

Consider

How satisfied are you and/or your people in the work they’re currently doing?

Is there an opportunity to incorporate or seek out some elements of Psychological Richness to support enjoyment at work?

Article Reference:

Oishi, S., & Westgate, E. C. (2021). A psychologically rich life: Beyond happiness and meaning. Psychological Review, 128(4), 505–531.

We hope that you have a safe, well and productive rest of your week.

– The Cognicent Team