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How to Be a Positive Leader: Small Actions, Big Impact
Jane E Dutton and Gretchen Spreitzer


9781626560284
Retail Price: $26.95
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Format: Paperback, 240pp.
ISBN: 9781626560284
Publisher: Berrett-Koehler Publishers
Pub. Date: June 2, 2014

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Description and Reviews
From The Publisher:

• Shows how leaders can unlock the latent power and potential in their organizations through simple actions
• Written by top thought leaders in the field of positive organizational scholarship, such as Kim Cameron, Robert Quinn, and Adam Grant
• Includes a wealth of real-world examples and evidence-based advice

Some leaders are able to dramatically expand their people’s—and their own—capacity for excellence. And they accomplish this without enormous resources or huge heroic gestures. Like the butterfly in Brazil whose flapping wings create a typhoon in Texas, you can create profound positive change in your organization through simple actions and attitude shifts.

This book shares what Jane Dutton, Gretchen Spreitzer, and their fellow authors have discovered after years of studying extraordinarily effective organizations. They show that something as relatively easy as letting employees customize their jobs to fit their strengths can unlock their energy, initiative, and sense of purpose. They describe actions that build positive relationships inside and outside the organization—for example, bringing in customers and clients so your people can personally connect with them and experience the impact they’re having on them firsthand.

Several chapters explore the many tangible benefits that flow from building ethical organizations that tap into people’s innate goodness and sense of fairness. And the authors tackle how to deal with one of a leader’s greatest challenges—leading change in ways that build hope rather than fear and make your people active contributors to the change process. Each chapter features a real-world example from both well-known organizations such as Wells Fargo, Ford, Kelly Services, and Burt’s Bees to lesser-known ones such as Connecticut’s Griffin Hospital and the Michigan-based Zingerman’s community of businesses.

Because positive leadership is based on simple, inexpensive actions, it provides a sustainable way to consistently bring out the best in people and organizations. It offers a vision of leadership that is not about richness of resources but richness of possibilities.


 
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About the Author

Jane E. Dutton is the Robert L. Kahn Distinguished University Professor of Business Administration and Psychology at the Ross School of Business at the University of Michigan. She received her PhD from the Kellogg School of Management at Northwestern University. Jane’s current research focuses on how the quality of connections between people at work links to individual and organizational flourishing. Her research explores compassion and organizations, the power of positive identities, as well as energy and organizations. Her previous work was on the management of strategic change. She is a cofounder of the Center for Positive Organizations. Gretchen M. Spreitzer is the Keith E. and Valerie J. Alessi Professor of Business Administration at the Ross School of Business at the University of Michigan. She is also the co-director of the Center for Positive Organizations. She joined the Michigan faculty in 2001 after spending nine years on the faculty of the University of Southern California Marshall School of Business. She is passionate about helping people develop as leaders.



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Table of Contents

 
Foreword by Shawn Achor
Invitation by Jane E. Dutton and Gretchen M. Spreitzer
 
I FOSTER POSITIVE RELATIONSHIPS
1Build High- Quality Connections
2Outsource Inspiration
3Negotiate Mindfully
 
II UNLOCK RESOURCES FROM WITHIN
4Enable Thriving at Work
5Cultivate Positive Identities
6Engage in Job Crafting
 
III TAP INTO THE GOOD
7Activate Virtuousness
8Lead an Ethical Organization
9Imbue the Organization with a Higher Purpose
 
IV CREATE RESOURCEFUL CHANGE
10Cultivate Hope: Found, Not Lost
11Create Micro- moves for Organizational Change
12Treat Employees as Resources, Not Resisters
13Create Opportunity from Crisis
 
Epilogue and Looking Forward
Notes
Acknowledgments
Index
About the Authors



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