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Leadership Development Lessons from Positive Organizational Studies

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Leadership Development Lessons from Positive Organizational Studies Organizational Dynamics, Vol. 35, No. 4, pp. 305–315, 2006 ISSN 0090-2616/$ – see frontmatter ß 2006 Elsevier Inc. All rights reserved. doi:10.1016/j.orgdyn.2006.08.005 www.organizational-dynamics.com Leading to grow and growing to lead: Leadership development lessons from positive organizational studies GRETCHEN M. SPREITZER hat is more vital to an organization’s close the gaps, and (3) providing support W long-term success than its ability to to nurture leaders to grow. This three-part cultivate leaders? In an era in which the approach has worked successfully in leader- demand for high quality leadership exceeds ship development for several decades. In the supply, exemplary organizations are recent years, these three elements have those that grow leaders at all levels of the increasingly been interpreted and implemen- organization by developing their leadership ted along the following lines: (1) in the assess- pipelines. Leaders, through a process of ment of leadership competencies, most social influence, guide and inspire followers energy is focused on identifying perfor- toward desired outcomes. Organizations, mance gaps, (2) the challenge focuses on creat- such as General Electric Co. and Unilever ing discomfort and hardship to break people PLC are envied for their success in growing out of their comfort zones – i.e., no pain, no leaders. How do they do it? gain, and (3) the organization is charged with Scholars affiliated with the Center for creating the right institutional support Creative Leadership, such as Morgan mechanisms, such as providing formal men- McCall, Cynthia McCauley and Lynn Van tors and training for skill development. Velsor, suggest that developing leaders calls Although these implementation trends for (1) assessing leadership competencies have often been associated with successful based on observable indicators of success leadership development, we suggest that to identify strengths and performance gaps, they reflect an incomplete picture of effective (2) offering developmental challenges to leadership development. They assume a def- Acknowledgements: I thank Adam Grant, in addition to Bruce Avolio and Jane Dutton, who offered important insights on an earlier version of this article. This article also benefited from feedback from participants of the 2004 Gallup Authentic Leadership Summit and the 2004 INSEAD conference on Leadership: Bridging the theory-practice divide. I would also like to thank my colleagues in the Thriving Research Lab at the Michigan Business School (Marlys Christianson, Scott Sonenshein, and Kathleen Sutcliffe) for the development of the process model of thriving that I draw on in this paper. I also thank my colleagues in the Best Self Research Lab (Brianna Barker, Jane Dutton, Emily Heaphy, and Laura Morgan Roberts) for their research on the reflected best self. 305 icit approach to human development; that is, on an agenda for future research on leader- gaps on predetermined areas of generic com- ship development. petence need to be closed, pain is necessary to prompt leaders to break out of comfort zones, and the organization knows how to AN INTRODUCTION TO POS best support leaders’ growth. In this paper, we highlight a complemen- POS, drawing on the fields of organizational tary perspective on growing leaders. What if, behavior, psychology, and sociology, focuses beyond focusing on performance gaps, we on the generative dynamics in organizations focus on leveraging strengths in assessment? that promote human strength, resiliency, heal- What if, beyond creating discomforting chal- ing, and restoration. A POS perspective lenges that potentially paralyze leaders, we assumes that understanding how to enable offer positive jolts that energize growth? human excellence in organizations will What if, beyond charging the organization unlock potential, reveal possibilities, and with providing the right support to facilitate move us along a more positive course of growth, we encourage leaders and employ- human and organizational functioning. POS ees to co-create their own durable resources draws from a full spectrum of organizational that provide support? theories to understand, explain, and predict Of course, we are not suggesting that the the occurrence, causes, and consequences of more traditional framework of leadership positive phenomena. POS views states, such development does not add value. Rather, it as confidence, hope, optimism, and resilience is likely that the most impactful leadership as key to high performance. At its core, POS development will contain elements of the investigates ‘‘positive deviance,’’ or the ways traditional and complementary frameworks. in which organizations and their members Akin to Jim Collins’ notion of moving orga- flourish and prosper in extraordinary ways. nizations from good to great, it may be that a We draw from several streams of POS combination of the traditional and comple- research to offer new insights on growing mentary frameworks can ratchet leadership leaders, including authentic leadership (to development systems up a level – from understand how self-awareness and identity developing good leaders to developing truly can enable growth), the reflected best self (to great leaders. However, while the traditional understand how positive jolts can stimulate framework is well developed, we know growth), and thriving at work (to understand much less about this complementary processes of individual growth in organiza- approach. Therefore, in this paper, we tions). explore a complementary approach to lea- dership development through the applica- tion of a Positive Organizational Studies HOW POS MAY OFFER (POS) lens. Toward this end, we first intro- INSIGHTS FOR LEADERSHIP duce the essence of POS and illustrate how DEVELOPMENT the application of a POS lens may bring new insights to conventional wisdom on leader- In terms of assessment, POS suggests the ship development. In particular, we draw on importance of leveraging strengths rather recent theory on authentic leadership, the than focusing acutely on performance gaps. reflected best self, and thriving at work to Leveraging strengths involves identifying better understand how to grow leaders at all what one does best and then finding ways levels of an organization. We then discuss the to organize one’s work and life around those contributions, as well as the challenges, of skills, unique gifts, and passions. A strengths leveraging strengths, providing positive approach has been a core of the Gallup jolts, and co-creating a supportive context. Organization from its earliest days. Lever- The challenges we identify provide guidance aging strengths builds competence so that 306 ORGANIZATIONAL DYNAMICS individuals can perform tasks well, explore building of durable resources. The assump- to learn new things, and heedfully relate with tion here is that individuals are not only others to create collective attunement. Speci- affected by their environment, but that they fically, leveraging strengths enhances aware- can also, through agentic working behaviors, ness of people’s best selves. In these ways, mold their work environment to build con- employees grow to understand and build on texts that elicit their best selves. If the organi- their unique areas of contribution. zation takes responsibility for creating the Second, without challenges, it is easy for environment for leadership development that people to stay in their comfort zones – they it thinks is best, chances are that the organiza- have no reason to try something new or tion will fail to tap into the specific elements change. Whereas traditional leadership that energize and enable many employees. development accentuates the ways in which Individual employees are often uniquely leaders learn from difficult experiences or aware of the appropriate contexts that matter hardships, a POS lens suggests the impor- for developing their potential. For example, tance of positive jolts as a stimulus for learn- some people may learn best from on-the-job ing. Jolts are triggers that stimulate growth. experiences that involve learning in context, They are personal experiences that cause but others may be overwhelmed with the people to pause and think about the meaning complexity of learning in context and thus or implication of a given event in relation to feel best supported by having some classroom themselves. They are jarring (but not neces- training to teach basic skills in a specific area of sarily negative) because they are as Laura development. Still others might grow most Morgan Roberts and colleagues report in dramatically with the close guidance of a their research on a strengths-based approach, mentor. In ways that are not always obvious outside the range of typical experience. A to others, individuals have a sense for the personal example of a positive jolt might contexts that help them feel safe and enable be the birth of baby – changing one’s per- them to learn and grow. spective on what is important. Professional In the sections that follow, we further examples might include a profound compli- develop these three POS insights for growing ment from an influential supervisor who leaders. changes one’s career aspirations, an early and unexpected promotion, or an opportu- nity to participate in a special development LEVERAGING STRENGTHS: program. Positive jolts stretch and energize LEADERS BUILDING people to take risks and try new things in POSSIBILITIES FOR order to grow and develop as human beings. GREATNESS Although people can and do learn from hard-
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