Being a (+) Manager #1

because Positivity (+ + +) Matters

from Linked In 20 June 13 enhanced by Peter/CXO Wiz4biz

Leadership. Those who lead or manage others have the unique potential to serve as an “energizing force” within organizations today. With their position and total experience, they have the ability to influence – not only what transpires within our work lives – but how we process those moments. A leader’s view of a challenging situation, including the psychological vantage point or “mindset” they bring to bear upon a problem, can affect how we move forward. As such, understanding how leader behavior affects the attitudes and actions of team members, is of primary interest. There are many elements to consider as we evaluate strategies to effectively lead a group of individuals in today’s world of work — but, can positivity play a central role in enhancing a team’s outlook and performance outcomes? A growing body of evidence says, yes.

The Psychology. We gave previously discussed, how the tenets of positive psychology could serve as a guide to achieve greater levels of workplace happiness and eventual success. The movement, which stresses the identification of what is “right” within our work lives, advises building on the aspects of our work lives that help us garner strength and flourish. (Emphasizing our strengths, the celebration of successes). Akin to this theory, researchers are actively examining the impact of the construct Social Capital in the workplace. PsyCap is comprised of a number of key “state like” psychological resources . . .

The “HERO” resources; Hope, Efficacy, Resilience & Optimism
· Hope. A belief in the ability to persevere toward goals and find paths to reach them.
· Efficacy. The confidence that one can put forth the effort to affect outcomes.
· Resilience. The ability to bounce back in the face of adversity or failure.
· Optimism. A generally positive view of work and the potential of success.

(+) Impact. It follows, that we should explore the potential impact of leader positivity and the associated behaviors on members of their team. Recent research has explored this dynamic, and has revealed that leader psychological capital can not only be significantly related to levels of follower psychological capital, but follower performance, as well. One explanation for these findings: positivity in the workplace can become somewhat “contagious”, through the process of modeling. An example of the classic research of Bandura (1977) (social learning through role models) — leaders can help shape follower attitudes & behavior, by exhibiting strategies that reflect higher levels of key psychological resources (for example, behaviors that reflect resilience and hopefulness.)

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