Positive School Leadership Behaviors

To introduce and define the core behaviors of positive school leadership (PSL), we explore six positively anchored sets of work (supporting, developing relationships, establishing values, acting authentically, modeling, and enabling or empowering) that move us beyond the deeply ingrained negative and deficit roots that have defined schooling for over a century. The exploration of research primarily on positive organizational scholarship (POS) accomplishes this, showing that POS attends to the growth of others and helps grow and reinforce relationships that focus on personalization, trust, and caring. Additionally, PSL produces important outcomes, enhancing the cultural climate in schools in particular; however, it is also important to note that the current structure and culture of schooling create significant barriers to the implementation of PSL.

Non-naïve organizational positivity through a generative paradox pedagogy

Positive Organizational Scholarship (POS), with positivity as a core conceptual component, is a major innovation in recent decades in management and organizational studies. Just as organization is an inherently paradox laden process, so too, we argue, is positivity. Yet in classrooms and in practice, POS is mostly taught in a manner that accepts only one side of the paradox, that which, at first glance, appears positive. Against such linear approaches we propose another possibility: teaching positivity through a pedagogy of generative paradoxes emergent from creatively harmonizing the energy of competing and interdependent positive and negative tensions. In the process we extend the notion of generative paradox as discussed in paradox literature by embracing the notion of generativity as discussed in POS theorizing where it is associated with organizational processes that facilitate outcomes of collective flourishing, abundance, wellbeing, and virtue. Our proposed three-part generative paradox pedagogy contributes to the literature on POS, organizational paradox, and management learning.

Applications of Positive Organizational Scholarship in Institutions of Higher Education

Positive organizational scholarship (POS) is the study of that which is positive, flourishing, and life-giving in organizations. It considers the processes and dynamics that occur in and through organizations, in contrast to a focus on individual attitudes and emotions. Positive organizational scholarship has rarely been investigated in institutions of higher education, and this chapter provides two case studies that illustrate its relevance in that setting. The chapter first provides a discussion of the unique characteristics of POS compared to, for example, positive psychology and other approaches to the positive, and it highlights the importance of positive organizational dynamics in accounting for high levels of performance in organizations. The chapter describes how these dynamics have been successfully applied within two institutions of higher education to benefit not only traditional markers of success such as student achievement and wellbeing, but also the collective performance of the overall institution. The specific practices that led to extraordinarily successful outcomes are discussed, and they provide evidence that, in addition to the effects of positive psychology on individuals—especially students—the outcomes of entire institutions can be substantially affected in positive directions by adopting positive practices.

Who Is the Agent of Change?

The benefits of working in a large company are better infrastructure, well-defined policies, training and learning opportunities, job security and gradual growth. Slow decision-making due to the bureaucratic structure is a major drawback. The unique character of small firms offers agile structure, quick response, family-like atmosphere, opportunity to wear many hats as advantages, and lower compensation and restricted growth as disincentives to joining. However, if employees get their human relationships to energize, the size of the firm will be inconsequential for their success. That is, small firms can only offer a congenial atmosphere as a big firm never. Therefore, understanding what gives us energy and how we utilize it is critical for the leaders in small firms. This case study focuses on the CEO of a small family-owned firm (Nishio Glass and Mirror) whose decision to usher in positive organizational scholarship with the help of consultants set the firm on a successful journey. Even though statistics show that most change efforts fail irrespective of the size of the firm, in this case, it succeeded. This case study informs us that workplaces can be a community for people to amplify positive energy unleashing virtuous circles of growth. Research Questions: What is positive organizational scholarship? How can it be implemented in a small firm? Theory: Positive organizational scholarship and agents of change. Type of the Case: Study of a phenomenon. Basis of the Case: Phenomenon. Protagonist: Present, the CEO of the firm. Findings for Phenomenon-based Research Case An organization is not a machine to transform resources into material properties. It is a community where people share the agentic roles with one another to let them transform. In a trustful community, people can examine the experience of ‘pregnant void’ to open a virtuous mindset; moreover, people can give suffering for others as an agent to embody the meaning of virtues. Discussions for Phenomenon-based Research Case To manage a chaotic situation, which approach should be applied: crisis management or a proper management system? In this case, even a management system failed and dumped the CEO in psychological chaos. Which is that process that an external OD consultant can adopt to transform an organization by setting its employees on the path of self-transformation? If we apply hedonic happiness to the case, it seems to be fit for the past situation where people in the case wanted to have materialistic and short-term success. Discuss the alternative that can be applied.

An Introduction to Positive Organisational Scholarship in South Asia

This study aims at creating an ensemble of the various principles of positive organizational scholarship professed in south Asia through ages. This is a review of various scholarly literature published between 1985 and 2020, on how positive organizational scholarship finds its roots in South Asia. Findings. Based on the detailed literature review, it was observed that south Asia has a distinct and rich spiritual culture which has given birth to many positive organisations. Positivity found in these indigenous organisations is strongly rooted in the concept of community development. It is also found that as compared to the western culture, the South Asian culture has been blessed with conscience of spirituality and this culture is capable of leading the entire world to peace, prosperity, and happiness. This study can be viewed as one of the pioneering attempts examining the roots of positive organizational scholarship in South Asia. This paper adds value to the body of existing knowledge by providing new insights into the virtues contributed by South Asia towards POS.

Responses to the Problem of OD Stagnation: A Tribute to Warner Burke

As our most qualified inspector, sage, and futurist for organizational development (OD), Warner has set the standard for what great organizational change and development should be. He has recently accused the field of being stagnant and in need of new approaches to organizational change. In his view, there has been no innovation in OD since appreciative inquiry was introduced in 1987. This article takes seriously Warner’s challenge and discusses positive organizational scholarship (POS) as a step forward in innovative OD scholarship. POS highlights some phenomena that have largely been overlooked in mainline OD articles, and the article provides illustrations of successful POS interventions relying on a POS–OD approach to change. A sampling of new OD-type intervention practices is introduced.