Positive Psychology at Work:

Introduction

In this chapter we shall examine the nature of positive leadership and organizational change. Ideas of both authentic and positively deviant leadership offer positive models of how leaders and followers can have a mutually beneficial impact on each other. While Rowland and Higg's field research identifies the really effective leadership change behaviours, Cameron and Cooperrider offer new ways of thinking about strategic development that are better suited to positive and appreciative ways of understanding organizations. While examining these ideas, we shall consider questions such as: Are leaders born or made? What is good leadership? How could a leader avoid triggering ‘resistance to change’ and how effective is top-down directive change?