Whether we realize it or not, as leaders we are leaving a legacy with the decisions we make and the actions we take. We leave our legacy daily, and it can be good or bad.

If you want to read stories of people leaving bad legacies, go to www.workingamerica.org. Every year, Working America runs a national competition for America’s worst boss, and it is a tough competition. Unfortunately, there are familiar stories submitted to the Bad Boss Contest about hard work, bad pay, no benefits and lack of respect. What do we want people to remember about us as leaders? What influence are we having on others each day?

A current example of leadership impact is the hit CBS reality show “Undercover Boss.” Each episode features a senior executive at a major corporation working incognito as a new entry-level hire in his or her company for one week, to find out how the company really operates – including the impact of corporate policies on employees. The goal is to have the boss experience the same conditions and treatment as regular workers.

I was teaching senior-level management students, and I asked the ones who indicated they watch the show regularly why they thought it was so popular. All of the students talked about the “soft” or interpersonal skills that were demonstrated in each story. Some of their responses included:

• I think the employees want to know that the bosses care about them. It’s not about the bonuses, but more about the fact that they understand how things are operating or not operating on a daily basis.

• It’s refreshing to see (the CEOs’) realizations of how their decisions impact people at lower levels in the company. It’s also interesting to see what decisions the leaders make after their experience, and how grateful employees are for these changes.

• It is interesting to see employees say or do things they definitely would not do if they knew the undercover person was their boss.

• The most interesting moments in the show for me occur when the CEOs discover how some of the rules that they have personally implemented negatively affect the employees.

• It is cool to see the lower people on the totem pole get recognized or even just acknowledged for doing a good job. I think employees want recognition the most. And it does not even have to be some physical reward, but just a word of thanks.

Do these comments sound unrealistic or too idealistic? Honestly, I think people are seeking humane workplaces where respect is mutual even though job security has diminished. I have said for a long time that “the soft stuff is the hard stuff.” In these times of tight resources and budget cuts, don’t forget that many forms of recognition are free and take very little time.

Every day is another chance to make a positive difference in the lives of others. You have influence. Use it wisely.

Jann Freed holds the Mark and Kay DeCook Endowed Chair in Leadership and Character Development at Central College in Pella.