Abstract and Keywords
For the past 15 years, we have practiced a positive psychology for leaders—without calling it that. We have learned that the work of positive psychology is not just to affirm leaders for their strengths but also to call out which of those strengths they overplay; that therefore leaders' strengths cannot easily be separated from their weaknesses; that frequently leaders overuse their strengths because they worry that they aren't strong enough; that a good way to allay that anxiety is to administer a potent dose of positive feedback; and, finally, that the work of positive psychology is to deal with their resistance to that feedback.
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