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