Positive leadership action framework: Simply doing good and doing well
This article presents the Positive Leadership Action Framework (PLAF) to structure Positive Leadership (PL). The novelty of the PLAF is that it incorporates the connections of PL to positive outcomes (financial and economic performance and social well-being) and organizational virtuousness. Also, it...
| Main Authors: | , , |
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| Format: | Article |
| Language: | English |
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Frontiers Media S.A.
2023-01-01
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| Series: | Frontiers in Psychology |
| Subjects: | |
| Online Access: | https://www.frontiersin.org/articles/10.3389/fpsyg.2022.977750/full |
| _version_ | 1797961496880218112 |
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| author | Dulce M. Redín Marcel Meyer Arménio Rego Arménio Rego |
| author_facet | Dulce M. Redín Marcel Meyer Arménio Rego Arménio Rego |
| author_sort | Dulce M. Redín |
| collection | DOAJ |
| description | This article presents the Positive Leadership Action Framework (PLAF) to structure Positive Leadership (PL). The novelty of the PLAF is that it incorporates the connections of PL to positive outcomes (financial and economic performance and social well-being) and organizational virtuousness. Also, it acknowledges its conditional nature on the virtues to achieve flourishing within the organization and society at large. We argue that the leader’s actions function as the engine for positive change within the organization, bridging the gap between individual virtues and organizational virtuousness and creating a feedback loop among both. To develop a positive organization, a leader needs to create positive assumptions among (and about) coworkers, positively impact the personal and professional development of employees, and balance positive formal and informal conditions at work. To do so, it is a sine qua non condition that the positive leader fosters his/her personal development by exercising the virtues and developing practical wisdom. In this way, the positive leader automatically provides followers with a vision of the final end towards the common good and achieves to set his/her organization on a pathway towards excellence. |
| first_indexed | 2024-04-11T00:59:06Z |
| format | Article |
| id | doaj.art-af3db4d089ff4ab7b5d66c31c8c79e59 |
| institution | Directory Open Access Journal |
| issn | 1664-1078 |
| language | English |
| last_indexed | 2024-04-11T00:59:06Z |
| publishDate | 2023-01-01 |
| publisher | Frontiers Media S.A. |
| record_format | Article |
| series | Frontiers in Psychology |
| spelling | doaj.art-af3db4d089ff4ab7b5d66c31c8c79e592023-01-04T20:38:01ZengFrontiers Media S.A.Frontiers in Psychology1664-10782023-01-011310.3389/fpsyg.2022.977750977750Positive leadership action framework: Simply doing good and doing wellDulce M. Redín0Marcel Meyer1Arménio Rego2Arménio Rego3Department of Business, University of Navarra, Pamplona, SpainDepartment of Business, University of Navarra, Pamplona, SpainCatólica Porto Business School, Universidade Católica Portuguesa, PortugalBusiness Research Unit, ISCTE-IUL, Instituto Universitário de Lisboa, Porto, PortugalThis article presents the Positive Leadership Action Framework (PLAF) to structure Positive Leadership (PL). The novelty of the PLAF is that it incorporates the connections of PL to positive outcomes (financial and economic performance and social well-being) and organizational virtuousness. Also, it acknowledges its conditional nature on the virtues to achieve flourishing within the organization and society at large. We argue that the leader’s actions function as the engine for positive change within the organization, bridging the gap between individual virtues and organizational virtuousness and creating a feedback loop among both. To develop a positive organization, a leader needs to create positive assumptions among (and about) coworkers, positively impact the personal and professional development of employees, and balance positive formal and informal conditions at work. To do so, it is a sine qua non condition that the positive leader fosters his/her personal development by exercising the virtues and developing practical wisdom. In this way, the positive leader automatically provides followers with a vision of the final end towards the common good and achieves to set his/her organization on a pathway towards excellence.https://www.frontiersin.org/articles/10.3389/fpsyg.2022.977750/fullpositive leadershipvirtue ethicspositive organizational scholarshippractical wisdomorganizational virtuousness |
| spellingShingle | Dulce M. Redín Marcel Meyer Arménio Rego Arménio Rego Positive leadership action framework: Simply doing good and doing well Frontiers in Psychology positive leadership virtue ethics positive organizational scholarship practical wisdom organizational virtuousness |
| title | Positive leadership action framework: Simply doing good and doing well |
| title_full | Positive leadership action framework: Simply doing good and doing well |
| title_fullStr | Positive leadership action framework: Simply doing good and doing well |
| title_full_unstemmed | Positive leadership action framework: Simply doing good and doing well |
| title_short | Positive leadership action framework: Simply doing good and doing well |
| title_sort | positive leadership action framework simply doing good and doing well |
| topic | positive leadership virtue ethics positive organizational scholarship practical wisdom organizational virtuousness |
| url | https://www.frontiersin.org/articles/10.3389/fpsyg.2022.977750/full |
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