How to Be a Positive Leader

Small Actions, Big Impact

Jane E. Dutton, Gretchen M. Spreitzer

• Éditeur: Berrett-Koehler Publishers
• Année: 2014
• ISBN:
  9781626560307
• Édition: 1
• Sujet: Business
• Sous-sujet: Leadership

Positive leaders are able to dramatically expand their people's—and their own—capacity for excellence. And they accomplish this without enormous expenditures or huge heroic gestures. Here leading scholars—including Adam Grant, author of the bestselling Give and Take; positive organizational scholarship movement cofounders Kim Cameron and Robert Quinn; and thirteen more—describe how this is being done at companies such as Wells Fargo, Ford, Kelly Services, Burt's Bees, Connecticut's Griffin Hospital, the Michigan-based Zingerman's Community of Businesses, and many others. They show that, like the butterfly in Brazil whose flapping wings create a typhoon in Texas, you can create profound positive change in your organization through simple actions and attitude shifts.

Index

Achor, Shawn, xiii

acts, 119

adaptation, 149–51

agenda, 60

Anderson, Ray, 120

Apple, 129

applications, 163–70

aspirations, 4, 70

authenticity, 148

crisis leadership strategy of trust and, 152–57

higher purpose essential of, 102–4, 106–7

autonomy, 71

awards, 88–89, 97–99

Baker, Wayne, 52–54

Ballmer, Steve, 126–27

banking, x

bankruptcy, 156

barriers, x–xi

Before Happiness (Achor), xiii

benefits, 140–45

Berg, Justin M., 74

Bhatt, Ela R., 123–24

Buksbaum, Lisa Honig, 122

Burt’s Bees, 74–75

Camden, Carl, 97–99

capacity, 12

excellence increased by leaders’, 2, 3f, 158

cares, crisis leadership and, 148–49

Carnegie, Dale, 62

Center for Positive Organizations, 2

change, 104–5, 113, 138–39

benefits and purpose of, 140–45

benefits focus as practice in, 143–44

e-mails for implementation of, 159–60

employees as resources, not resisters to, 136–37, 144–45

employees’ capability practice in, 144–45

micro-moves for generative, 126–27

micro-moves’ importance in, 127–28, 132–35

organizational, x–xi, 1–2

overarching goals supporting, 159–60

ownership practice in, 142–43

practice of resisters to resources for, 142–45

Charmel, Patrick, 88–89

clients, 20–21

code of ethics, 95, 97, 99

Collaborative Care, 130–31

common good, 99–100

communication, 14–15, 27

comparisons, 83

compassion, 35–36, 98–99

connections, 28–29

development of, 165–67

high quality, 11–26

constraints, 123

contributions, 27

core nuggets, 162–70

Cramer, Jack, 133

creation, of vision, 164–65

crisis

economic and banking, x–xii

opportunity created from, 147–48, 155, 160

positive identity and aversion of, 63–64

seeds of hope planted in, 63

crisis leadership

adaptation in, 149–51, 155

cares about, 148–49

Ford Motor Company’s lesson in, 154–57

opportunity from crisis in, 153–54, 156–57, 160

scanning for possibilities in, 151–52, 155

strategies for, 149–57, 160

cultivation,...