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Chapter 15

COMMERCE 3S03 Chapter Notes - Chapter 15: Organizational Culture, Ikea


Department
Commerce
Course Code
COMMERCE 3S03
Professor
Frances L Tuer
Chapter
15

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Chapter 15 Positive Leadership
Negativity Bias The human mind reacts more quickly and strongly to perceived bad
things than it does to god things.
o People pay more attention to negative happenings than to positive ones
People think negative things influence their lives greater.
o Leaders in organizations are bombarded with problems, threats and obstacles
Leaders can easily pay more attention to solving problems than to
supporting and developing people.
Develop Positive Leadership Qualities
o Positive Leadership Uses theoretically grounded principles to promote
outcomes such as thriving at work, interpersonal flourishing, and energized
teams.
o Three Aspects of Positive Leadership
Affirmative Bias
When a leader’s thoughts see the strengths and capabilities of
individuals, and affirms human potential.
They don’t ignore problems and weaknesses, but they view them
through a positive lens.
E.g. you see someone’s weaknesses but with the emphasis on
how to turn them into positives.
Facilitating Intrinsic Goodness
The leader reaches out to cultivate the goodness in other people,
promotes happiness, and has a goal and focus to create an
environment that promotes people’s well being.
Give people meaning, purpose, hope and pleasure.
Show employees a higher purpose to their work.
Focus on opportunity and synergy to create intrinsic value for
workers.
Exceeding Expectations
Results of positive leadership are way above the norm, where
most of the team’s effort is available for work.

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Positive Personal Qualities and Relationships
Practice Mindfulness
o Independent Thinking Questioning assumptions and interpreting data and
events according to one’s own beliefs, ideas and thinking, not according to pre-
established rules, routines or categories defined by others
o Mindfulness Continuously reevaluating previously learned ways of doing things
in the context of evolving information and shifting circumstances.
They also apply critical thinking to explore a situation, problem, or
question from multiple perspectives and integrate all available
information.
They seek divergent opinions and are willing to try new thinking.
Thinking Independently Takes Intentional Effort
o E.g. Pike syndrome when you assume that you have knowledge of a situation
and don’t keep your mind open to unusual choices
Positive Leaders Break Free of Preconceived Barriers
o Managers strive to keep open minds, and cultivate an organizational
environment that encourages curiosity and learning.
o They encourage everyone in the organization to openly debate assumptions,
confront paradoxes, question perceptions and express feelers.
Demonstrate Humility and Will
o Managers have a lack of ego, with fierce resolve and do what is best for the
organization.
o Level 5 Leadership The highest level in a hierarchy of manager capabilities.
Humility Unpretentious and modest rather than arrogant and prideful.
They don’t have to be in the center of things and can quietly build
strong, enduring companies by developing and supporting others
rather than touting their own abilities and accomplishments.
Level 5 leaders often seem shy and accept full responsibility for mistakes
and give credit for successes to other people.
Extremely ambitious for their company rather than themselves, and set
their successors up for success.
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