One of the activities I often do with students when introducing the idea of positive psychology in leadership is to ask them to select their favourite leadership quotation and explain it in terms of psychology theory and evidence.
Being positive psychologists, popular choices include:
A leader is a dealer in hope (attrib. Napoleon Bonaparte) – optimism, hope, inspiration, the broaden & build theory It is absurd that a man should rule others, who cannot rule himself (proverb) – emotional intelligence, strengths, self-regulation Anyone can hold the helm when the sea is calm (attrib. Publilius Syrus) – resilience, strengths/unrealised strengths, self-efficacy
Via The Learning Factor
Wall Street and Capitol Hill are in different cities, but where dialog on major economic issues is concerned, they might as well be on different continents. Many corporate executives suspect that policy makers do not understand business. And government officials, for their part, often view business people as being short-sighted and more concerned with profits than the pressures of public policy.
To bridge this gap between New York City and Washington, D.C., the Wharton School -- located appropriately midway in Philadelphia -- recently launched the Wharton Public Policy Initiative. On March 7, the Initiative hosted its first major event, the Wharton Economic Summit, in New York City. "Our goal was to bring together business leaders and policy makers and talk about major sectors of the economy," says Mark Duggan, faculty director of the Wharton Public Policy Initiative. "We wanted to shine a light on a path forward for the U.S. economy that will be important for future growth." Marc Rowan, co-founder of Apollo Global Management and chair of the Summit, adds: "Think tanks are funded by the left or the right. We are an independent party, and we want to show that business can be a resource for policy makers."
“Traditional management style may help organizations run efficiently, but it won’t help to unleash the best gifts of every single person in your organization,” asserts Joris Luijke on the Management Innovation eXchange (the MIX).
Luijke is VP of Talent for Atlassian, a $102-million software company based in Sydney, Australia. In his post on the MIX, he cites four methods Atlassian uses to encourage employee expression and autonomy. Sure, there are the typical perks (creativity, risk-taking, healthy conflict) that come with empowered employees. But an atmosphere where employees express themselves helps in other ways, too: On a daily basis, Atlassian execs have the means to assess — and even quantify — how the rank and file feel about senior management and the company’s overall direction. Here’s how:
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