- Oxford Library of Psychology
- Oxford Library of Psychology
- About the Editors
- Foreword: The Abundant Organization
- Oxford Handbook of Positive Psychology and Work
- Finding the Positive in the World of Work
- The Changing World of Work
- Generation Me and the Changing World of Work
- What is Authentic Leadership Development?
- Enablers of a Positive Strategy: Positively Deviant Leadership
- Change and Its Leadership: The Role of Positive Emotions
- Working Positively Toward Transformative Cooperation
- Strengths: Your Leading Edge
- Toward a Positive Psychology for Leaders
- Employee Engagement and the Psychology of Joining, Staying in, and Leaving Organizations
- Work as Meaning: Individual and Organizational Benefits of Engaging in Meaningful Work
- More than Meets the Eye: The Role of Employee Well-Being in Organizational Research
- Positive Engagement: From Employee Engagement to Workplace Happiness
- Using Coaching and Positive Psychology to Promote a Flourishing Workforce: A Model of Goal-Striving and Mental Health
- Mindfulness at Work: Paying Attention to Enhance Well-Being and Performance
- Work-Life Balance: The Roles of Work-Family Conflict and Work-Family Facilitation
- Strengths Development in the Workplace
- Strengths of Character and Work
- Dream Teams: A Positive Psychology of Team Working
- Positive Organizational Scholarship Leaps into the World of Work
- Look Before You Leap or Dive Right In? The Use of Moral Courage in Response to Workplace Bullying
- An Integrated Model of Psychological Capital in the Workplace
- Building the Positive Workplace: A Preliminary Report from the Field
- Good for What? The Young Worker in a Global Age
- What's Wrong with Being Positive?
- Building Positive Organizations
Abstract and Keywords
Positive organizational scholarship (POS) provides a new lens for analyzing how organizations conceive, implement, and sustain a strategy. The chapter examines how positively deviant leadership influences strategy through interpersonal relationships, energizing the organization, virtuous behavior, positive emotions, and the creation of meaningful work environments. Positively deviant leadership is grounded in specific processes, techniques, and practices that leaders use to produce extraordinary results. Using the Competing Values Framework as a guide, some of the enablers of a positive strategy are identified. These enablers are represented by contradictory orientations of flexibility and stability and of internal maintenance and external positioning. These orientations form four quadrants representing the organizational capabilities of collaborate, create, compete, and control. Positively deviant leadership competencies that lead to positive strategy are highlighted in each quadrant. The chapter concludes with future research directions and implications for the practice of enabling a positive strategy.
Lynn Perry Wooten is a professor in the Stephen M. Ross School of Business at the University of Michigan in Ann Arbor, MI.
Kim S. Cameron, Ph.D., is William Russell Kelly Professor of Management and Organization at the Ross School of Business and Professor of Higher Education in the School of Education at the University of Michigan.
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