Advertisement

Overcoming the Blind Spot of Positive Leadership: Authenticity Amidst Change

  • Petros G. MalakyanEmail author
  • Wenli Wang
  • Steven P. Niles
Chapter
  • 47 Downloads
Part of the Management for Professionals book series (MANAGPROF)

Abstract

This chapter argues that positive leadership that grows out of positive psychology and strengths-based leadership theories has its own blind spot, which must be overcome in order to understand the process of authentic change and workplace transformation. Various philosophical, religious, and cultural worldviews are used to indicate the interconnected and interdependent nature of positivity and negativity that exists in the physical, biological, and spiritual world. Such an honest, balanced, and integrative approach to what is perceived to be positive (yang) and negative (yin) may overcome the blind spot of positive leadership and pave the way for mutually inclusive yin-yang leader-follower relationships in organizations toward authentic change and workplace transformation.

Keywords

Positive leadership Positivity and negativity Yang and Yin Change Workplace transformation 

References

  1. Bai, X., & Roberts, W. (2011). Taoism and its model of traits of successful leaders. Journal of Management Development, 30(7/8), 724–739.CrossRefGoogle Scholar
  2. Buckingham, M., & Clifton, D. O. (2001). Now, discover your strengths. New York: The Free Press.Google Scholar
  3. Cameron, K. (2012). Positive leadership: Strategies for extraordinary performance. San Francisco: Berrett-Koehler Publishers.Google Scholar
  4. Clapp-Smith, R., Vogelgesang, G. R., & Avey, J. B. (2009). Authentic leadership and positive psychological capital: The mediating role of trust at the group level of analysis. Journal of Leadership & Organizational Studies, 15(3), 227–240.CrossRefGoogle Scholar
  5. Fredrickson, B. L. (2001). The role of positive emotions in positive psychology: The broaden-and-build theory of positive emotions. American Psychologist, 56(3), 218.CrossRefGoogle Scholar
  6. Goffee, R., & Jones, G. (2006). Why should anyone be led by you? What it takes to be an authentic leader. Boston: Harvard Business Review Press.CrossRefGoogle Scholar
  7. Goss, T., Pascale, R., & Athos, A. (1993). The reinvention roller coaster: Risking the present for a powerful future. Harvard Business Review, 71(6), 97–106.Google Scholar
  8. Kegan and Lahey. (2009). Immunity to change: How to overcome it and unlock the potential in yourself and your organization. Harvard Business Press. ISBN:1422129470.Google Scholar
  9. Kelloway, E. K., Weigand, H., McKee, M. C., & Das, H. (2013). Positive leadership and employee well-being. Journal of Leadership & Organizational Studies, 20(1), 107–117.CrossRefGoogle Scholar
  10. Kotter, J. P. (1995). Leading change: Why transformation efforts fail (Vol. March–April, pp. 59–68). Harvard Business Review.Google Scholar
  11. Kotter, J. P. (1997). Leading change: A conversation with John P. Kotter. Strategy & Leadership, 25(1), 18–23.CrossRefGoogle Scholar
  12. Kotter, J. P. (2012). Leading change. Boston: Harvard Business Review Press.Google Scholar
  13. Kotter, J. P., & Cohen, D. S. (2012). The heart of change: Real-life stories of how people change their organizations. Boston: Harvard Business Review Press.Google Scholar
  14. Kotter, J. P., & Rathgeber, H. (2006). Our iceberg is melting: Changing and succeeding under any conditions. New York: St Martin’s Press.Google Scholar
  15. Kubzansky, L. D., Kubzansky, P. E., & Maselko, J. (2004). Optimism and pessimism in the context of health: Bipolar opposites or separate constructs? Personality and Social Psychology Bulletin, 30(8), 943–956.CrossRefGoogle Scholar
  16. Luthans, F., Luthans, K. W., Hodgetts, R. M., & Luthans, B. C. (2001). Positive approach to leadership (PAL) implications for today’s organizations. Journal of Leadership Studies, 8(2), 3–20.CrossRefGoogle Scholar
  17. Myers, D. G. (1987). Yin and yang in psychological research and Christian belief. Perspectives on Science and Christian Faith, 39(3), 128–139.Google Scholar
  18. Rath, T., & Clifton, D. O. (2007). How full is your bucket? Educator’s edition: Positive strategies for work and life. New York: Gallup Press.Google Scholar
  19. Rath, T., & Conchie, B. (2008). Strengths based leadership: Great leaders, teams, and why people follow. Simon and Schuster.Google Scholar
  20. Scheier, M. F., Carver, C. S., & Bridges, M. W. (1994). Distinguishing optimism from neuroticism (and trait anxiety, self-mastery, and self-esteem): A reevaluation of the life orientation test. Journal of Personality and Social Psychology, 67, 1063–1078.CrossRefGoogle Scholar
  21. Seligman, M. E. P. (1998). Positive social science. APA Monitor, 29(4), 2, 5.Google Scholar
  22. Stravinsky, I. (2000). The rite of spring. Courier Corporation.Google Scholar
  23. Tversky, A., & Kahneman, D. (1974). Judgment under uncertainty: Heuristics and biases. Science, 185(4157), 1124–1131. Retrieved from http://www.jstor.org/stable/1738360CrossRefGoogle Scholar
  24. Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89–126.CrossRefGoogle Scholar
  25. Wang, W., & Skovira, R. J. (2017). Authenticity and social media. Twenty-third Americas conference on information systems (p. 10). Boston.Google Scholar
  26. Watkins, P. C. (2016). Positive psychology 101. New York: Springer Publishing Company.CrossRefGoogle Scholar
  27. Young, S. (2017). The science of enlightenment. Boulder, CO: Sound True.Google Scholar

Copyright information

© Springer Nature Switzerland AG 2020

Authors and Affiliations

  • Petros G. Malakyan
    • 1
    Email author
  • Wenli Wang
    • 1
  • Steven P. Niles
    • 2
  1. 1.Robert Morris UniversityMoonUSA
  2. 2.Piano, Los Angeles City CollegeLos AngelesUSA

Personalised recommendations