Together Positivity The science and application of positive emotions and behaviors such as joy gratitude appreciation curiosity and resilience Broaden and Build theory of positive emotions ID: 495716
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Slide1Slide2
12. Thriving
TogetherSlide3
Positivity
The science and application of positive emotions and behaviors such as joy, gratitude, appreciation, curiosity, and resilience.
“Broaden and Build” theory of positive emotions
Positive emotions broaden awareness and encourage exploration of new approaches.The broader range of thinking and behaving builds skills and resources.
Fredrickson, B. (2009).
Positivity
. New York: Random House.Slide4
Positivity
Transforms and allows people to discover new ways of being, learning, and acquiring new knowledge.
Can be learned and developed and cultivated in others.
Opens up new possibilities and a more hopeful perspective.Reframes observations from a fixation on what is wrong with people/organizations to noticing what is working in order to build from there.
Fredrickson, B. (2009).
Positivity
. New York: Random House.Slide5
Positivity Tipping Point
Positivity Ratio: Three positive/one negative
In Frederickson’s studies, members of high-performing teams experienced three positive encounters for every negative one.
Positive encounters (for example): Encouragement, gratitude, affirmation, active listening, and empathy Negative encounters were those with growth and learning as their intent, rather than the intent to be destructive.
Feedback on ways to improve
Disagreement with ideas
Holding team members accountable for promises
Fredrickson, B. (2009).
Positivity
. New York: Random House.Slide6
Positive Leadership Tools
Be open.
Create high-quality connections.
Cultivate kindness.Disrupt unhealthy distractions.Dispute negative thinking.Apply your strengths.Ritualize gratitude.Visualize your future.
Fredrickson, B. (2009).
Positivity
. New York: Random House.Slide7
Positive Leadership
Three connotations of positive leadership:
Facilitate positively deviant performance (i.e., exceeding expectations)
Include an affirmation bias focused on strengths and human potential. Have an orientation toward virtuousness. Recognize the worth and strengths of every group member. Elevate others and encourage virtue in others.
Cameron, K. (2008).
Positive leadership: strategies for
extraordinary
performance
. San Francisco, CA: Berrett-Koehler.Slide8
Positive Leadership
Create a positive climate
Fredrickson’s positivity ratio (3 to 1)
Leaders set the tone for a climate in which positive emotions such as gratitude and appreciation predominate over negative ones.Maintain positive relationships Establish relationships that facilitate positively deviant performance and learning.
Cultivate relationships that are uplifting and result in quality connections with one another.
Cameron, K. (2008).
Positive leadership: strategies for
extraordinary
performance
. San Francisco, CA: Berrett-Koehler.Slide9
Positive Leadership
Facilitating positive communications
Seek other’s views, be curious about new approaches, and communicate hope.
Communicate a preponderance of positive statements compared to negative statements and use supportive communication when addressing concerns and shortcomings.Enabling positive meaningInfuse a sense of meaning and purpose in members’ tasks and responsibilities.
Help others to see personal value and long-term impact of their work.
Cameron, K. (2008).
Positive leadership: strategies for
extraordinary
performance
. San Francisco, CA: Berrett-Koehler.Slide10
PERMA Model of Well-Being
P
ositive emotion―expressing positive emotions with others that bring greater levels of vitality, resilience, and self-esteem
Engagement―being curious, seeking out learning, interacting with others
R
elationships―caring
about others and being cared for
M
eaning
and purpose―seeing
value and worthiness in life’s activities
A
chievement―accomplishing
something in service of a purpose larger than one’s self interest
Seligman, M.E.P. (2011).
Flourish: A visionary new understanding of
happiness and
well-being
. New York, NY: Free
Press.Slide11
Resonant Leaders and Renewal
Have developed practices that sustain their effectiveness by being able to manage the physiological and psychological ups and downs of leadership.
Bring resonance to others and themselves by developing the competencies of self-awareness, self-management, social awareness, and relationship management. Slide12
Resonant Leaders and Renewal
Bring resonance to others and themselves by developing the competencies of
Self-awareness
Self-managementSocial awarenessRelationship management
Boyatzis
, R., & McKee, A. (2005).
Resonant leadership: Renewing
yourself and
connecting with others
through mindfulness
, hope, and compassion
.
Boston, MA
: Harvard Business School Press.Slide13
Sacrifice Syndrome
These leaders burn out completely or continue to act in unhealthy ways that might result in damaging relationships, frustration, and unawareness of their impact on others.
Leaders are overextended, burned out, exhausted.
Their dissonance spreads to the group.
Boyatzis
, R., & McKee, A. (2005).
Resonant leadership: Renewing
yourself and
connecting with others
through mindfulness
, hope, and compassion
.
Boston, MA
: Harvard Business School Press.Slide14
Keeping Yourself Renewed
Stretch yourself to learn and to do new things.
Develop the realization that what you are doing matters.
Engage in renewal as a holistic process that involves your mind, body, soul, and spirit.Make time for peaceful reflection and centering. Maintain healthy, supportive relationships. Slide15
Spirituality and Leader Renewal
Finding meaning and purpose in our work and our lives.
Finding meaning in our relationships with others and the world around us.
Coming to have a strong sense of identity, who we are and why we are here.Cultivating equanimity, having a reflective composure and the capacity to reframe experiences in order to respond rather than react.
Astin
, A. W.,
Astin
, H. S., &
Lindholm
, J. A. (2010).
Cultivating the
spirit: How
college can enhance students’ inner lives
. San Francisco, CA:
Jossey
-Bass.Slide16
Spirituality and Leader Renewal
“Leaders need not only technical skills to manage the external world but also the spiritual skills to journey inward toward the source of both shadow and light.” (Parker Palmer, 2000, p. 79)
“They are capable of depending on others and of being depended upon. They can see life through another’s eyes and feel it through another’s heart.” (Howard Gardner, 2000, p. 15)