Positive Leadership
Table of Contents
Introduction
Theory of Positive Leadership
Assessment of Wooten and Cameron theory
Weakness of Positive Leadership
Conclusions
References
Positive Leadership
Introduction
Leadership in education provides effective management, high academic standards, and the fulfillment of learning goals. The proper selection of leadership strategy is absolutely vital for the development of the aims educational institution sets (Gunter, H. 2001). Considering the educational institution as the complex organization, where each domain is both dependent on the leader, but also independent, the selection of leadership strategy that would enable the best outcome possible is of a paramount importance. The profound analysis of goals and standards of the organization, role and duties the leader is vested with, and the possibility of the duties redistribution should be conducted.
The Theory of Positive Leadership
Positive leadership as a theory was developed by Cameron and Wooten. Positive leadership is based on the positive psychology, positive organizational scholarship, and positive change. Positive leadership is by its nature eudemonistic and heliotropic. The theory of positive leadership is largely based on the idea that all the positive things are attracted to each other and having focused and stimulated one positive feature, it is likely to boost generally positive outcome. Positive leadership is believed to function according to the chain reaction. Cameron stated that positive leadership “unleashes the positive effect in individuals and organizations” (Cameron, K. 2012, 3).Cameron distinguishes three different orientations combined in a positive leadership. Thus, positive leadership encourages and strengthens positively deviant performance, where positively deviant performance is seen as the result of the actions that sufficiently exceed the usually expected outcome. Spreitzer and Sonenschein define positively deviant behaviour as the type of behaviour that positively differs in an honourable way from the norms of a social group individual is affiliated to (Spreitzer, G.M. and Sonenshein,S. 2003, 209). The second orientation of positive leadership is defined by the focus on the affirming of the potential individuals possess.
It is necessary to mention that being oriented on the affirmative bias positive leadership emphasizes positive successful communication and optimism. It does not, however, mean that positive leadership completely ignores the negatives, but it is more oriented on the facilitation of the best human conditions and capabilities. Orientation on the positive virtues is supported by the assumption that every human being has an inclination to develop and fulfil his potential and virtues (George, J.M. 2000, 1039). Ruth Seliger believes that positive leadership aims at the establishment of the entirely new type of leadership and management that builds not on vertical hierarchy, but on horizontal collaboration. From her perspective positive leadership views leadership not as a position, but as a function that is an instrument for shared goals and decisions.
Taking the aforementioned into account, it is possible to state that positive leadership requires the distributive leadership strategy as no formal leader can succeed at the …
