- 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
The time is now ripe to build on traditional leadership development by giving greater attention to studying leadership strengths. Of particular consideration in this chapter is the question: How can individuals best use their leadership strengths to engage followers and stakeholders in order to achieve organizational or community objectives? To answer this, we will first step back and ask what leaders are required to do and then consider whether there are particular leadership strengths. Our chapter is informed by research that underpins the development of the Inspirational Leadership Tool, sponsored by Britain's Department of Trade and Industry (DTI) and the Chartered Management Institute (CMI). In one of the largest known studies of followership, they asked 568 followers in the UK workplace, “What would inspire you to follow someone?” In this chapter, we review some of the work using the Inspirational Leadership Tool, as well as exploring more broadly the topic of leadership strengths.
Danny Morris, MBA Program Caret, Lancaster House Birmingham, United Kingdom
Jill Garrett, Caret, Lancaster House.
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