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Zusammenfassung von How to Be a Positive Leader

Name: How to Be a Positive Leader
Rating: 4.2 (99 reviews)
Author: Jane E. Dutton & Gretchen M. Spreitzer

Jane E. Dutton & Gretchen M. Spreitzer

Small Actions, Big Impact

4.2 (99 Bewertungen)

22 Min.

Themen

Arbeitskultur Teamwork

Inhaltsübersicht

How to Be a Positive Leader
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What’s in it for me? Make work a positive experience.

How to Be a Positive Leader can rightly be called the bible of positive organizational scholarship, which gives us an understanding of how organizations can flourish and deliver high performance. These blinks outline the latest and most exciting research findings from this very young and constantly evolving field, and translate them into solid recommendations for good business practice.

In these blinks, you’ll discover

how you can successfully negotiate the salary you want even from a boss you despise;
the secret to having a motivating job; and
why you should keep a gratitude journal.

Leaders need to encourage energizing interactions among their staff for a more creative organization.

By nature, we humans are social animals: we blossom when we have lots of positive interactions with our friends, family members, colleagues, and so forth. And when we are confident, we’re at our most creative and energetic.

Specifically, we thrive when we have lots of high-quality connections: interactions where both participants’ energy levels are increased. An example of a high-quality connection would be if you’re feeling tired in the morning and have a chat with a colleague about something that energizes you and makes you feel alive – like the football game last night.

Barbara Fredrickson, one of the pioneers of the positive psychology movement, considers high-quality connections a prerequisite for people to grow and thrive both personally and professionally.

For organizations, a creative and energetic staff translates into a real competitive advantage, so companies need to do all they can to foster these interactions.

Research shows that employees with many high-quality connections are more creative and motivated to learn new things, both of which are important for companies trying to come up with innovative schemes.

So how can company leaders encourage high-quality connections between their staff?

There are two main strategies to follow.

First, when interacting with employees, leaders need to demonstrate that they respect and value them. In practice, this means paying close attention to what they say and being positive when they voice their opinions.

One concrete gesture is to turn off your phone and move away from your computer to show that you’re giving the employee your full and complete attention.

Second, leaders can facilitate teamwork and positive interactions by encouraging employees to play more games. This could mean organizing a team-building activity like orienteering, or having equipment like ping-pong tables, chessboards and basketball hoops at your workplace.

Employees are most motivated when they see the meaning of their work.

What do you enjoy most about your work? Is it the pay? The office décor? Or something more profound? It should be the latter.

Both employees and organizations benefit when their work is perceived to be meaningful. Meaningful work has a positive outcome for other people outside the company, for example, by making them feel happy or fulfilled, or improving their quality of life. This type of work greatly increases the intrinsic motivation of an employee.

Always negotiate mindfully: don’t let your emotions cloud your judgment.

Life is full of negotiations. Whether it’s with our significant others, friends, colleagues or a traffic cop who wants to write us a ticket, we face negotiations every day.

In the professional realm it’s particularly important to master the art of negotiating, because it can have a significant impact on your career.

Encourage yourself and your employees to thrive – you’ll be rewarded with confidence and renewed energy.

Can you think of a moment in your life when you felt particularly alive?

These moments are known as thriving, and they are often characterized by a sense of learning, growth and overall vitality.

Leaders should cultivate positive identities in their employees.

When do you do your best work? For most people, the answer would be: “When I feel good about myself.” This is known as positive identity, and it helps people feel happier and more focused, which translates into better work.

So what makes people feel good about themselves?

Employees are happier and perform better when they can craft their own job around their personalities.

In many workplaces, every employee is treated pretty much the same, whatever their background.

But because we’re all different and unique, it’s companies who let their employees craft their own jobs who tend to get the most out of their staff.

Companies should encourage their staff to be virtuous, as it improves morale and productivity.

Some people think that for an employee to be successful in the corporate world, they need to be ruthless and highly driven.

But in fact one of the most important characteristics of a great employee is virtuousness – a quality often ignored by companies.

Employees appreciate ethical leaders, and this leads to higher performance.

What did Nelson Mandela, Mahatma Gandhi and Martin Luther King all have in common? They were ethical leaders: they treated others in a just, caring and respectful way. What’s more, they also tried to ensure their followers did so too.

In business, ethical leaders tend to have a positive impact on their staff. Studies show that employees who consider their leaders to be ethical are more satisfied with their jobs and tend to perform better. One possible explanation is that ethical leadership enhances employees’ sense that their work is meaningful and “good.”

People are most likely to excel when they have hope, so it should be fostered.

In the previous blinks, we’ve examined many factors that can help employees excel at what they do. But by far the most important prerequisite for human excellence is hope: a deep belief that both people and situations can change for the better.

Hope influences your emotions, thoughts and actions. When you’re hopeful, you feel more capable of reaching goals, and this in turn translates into confidence and action.

When implementing change, leaders should see employees as resources, not resisters.

Considering how omnipresent change is in life, it’s astonishing how bad we are at managing it effectively.

This is especially true in organizations, where change often results in confusion and clashes between employees and leaders.

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Worum geht es in How to Be a Positive Leader?

How to Be a Positive Leader examines cutting-edge research from the field of positive organizational behavior, in which companies aim to foster both a positive attitude to work and high performance among employees. The research is complemented with vivid examples from real organizations.

Bestes Zitat aus How to Be a Positive Leader

All species play, and humans at work are no exception!

—Jane E. Dutton & Gretchen M. Spreitzer

Wer How to Be a Positive Leader lesen sollte

Anyone interested in the concept of happiness at work
Leaders who want to build thriving, successful organizations
Employees who want to be happier and more productive

Über den Autor

How to Be a Positive Leader was edited by organizational scientists Jane E. Dutton and Gretchen M. Spreitzer. Contributing essayists include distinguished researchers Adam Grant, the author of Give and Take, and Amy Wrzesniewski of the Yale School of Management.

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