A positive approach to leadership (PAL) plays a significant role in the success of any business organization. Furthermore, the incorporation of organizational behavior is utilized in attaining appropriate leadership. Historically, organizational behavior was regarded as an extension of work, tools, and machines. A situation that made employees view their work as unpleasant, thus depending on the compensation of their laborers. However, after the evolution and integration of technology in business, organizational behavior is the study of individual and group behavior in a corporate setup (Luthans & Youssef, 2017). This paper offers a detailed critique concerning a peer-reviewed article of PAL’s implications to today’s organizations.
The article equips managers of organizations' approach to leadership beyond the post-September 11 environments. The criteria of PAL meet the RICH components of Emotional Realist Optimism, Hope, and Confidence and evaluated from positive psychology and positive organizational behavior proposed by psychologists (Kanfer & Chen, 2016). A significant concern is given to the implications every RICH component has regarding the leadership of the organization and the correct application.
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Basing on the terror attack encountered by Americans, the article confirms that uncertainty is not all about life or the culture but also the economic position as well as the psychology of participants among the organization and in all levels of management. Unrest experienced in organizational leaders led to a considerable decline in economies of states in America, Europe, Asia, among others. Besides, the United Nations Conference on Trade and Development, FDI reported a 40% drop from the previous year (Luthans & Youssef, 2017). The US financial experts were worried about the country undergoing a recession.
In the attempt to boost the economy through structuring organizational behavior in leaderships, PAL also draws its attention on positive psychology divided into different levels-subjective levels, micro individual level, and macro group level. Basing reference from Positive Organizational behavior is of significance since, according to Luthans and Youssef (2017), it helps in the incorporation of positively-oriented human resource efforts and psychological strength that can be measured and put to development for better performance at the workplace. Positive reinforcement and OB, as supported by Mars law except at self-actualization, helps to reduce human resources like motivation and handling stress. PAL draws criteria from POB of being measurable, open to development, and manageable in both self and other individuals in performance development.
Furthermore, the management of emotions among leaders is in part of PAL criteria. Psychologist confirmed that exploring intelligence can help leaders to enhance emotional management, self-motivation and help them choose responses that benefit their situation. The recent model of emotional intelligence categorizes it into four components-perceive and express emotion, assimilate emotions in thought, understanding and reason with emotions and regulate emotions in self and others (Kanfer & Chen, 2016).
Besides, leadership confidences, commonly referred to as self-efficacy, as proposed in the POD, constitutes a desired positive impact on work-related performance. The advanced definition of efficacy is a persons’ confidence concerning their ability to mobilize the motivation, mental resources, and necessary course of action to successfully perform a specific task (Kanfer & Chen, 2016). The leaders’ confidence in having the ability to overcome challenges leads to success in the organization. A confident leader sets a stretch goal, puts robust efforts to attain them, and has perseverance and sufficient resilience to counterattack barriers along the way. The psychological makeup in a confident leaner makes them succeed.
The PAL implication for today’s organizations has considered appropriate approaches that lead to positive leadership. The psychologists reveal the necessity of associating positive leadership with understanding the structure of organizational behavior (Luthans & Youssef, 2017). Furthermore, areas concerning self-efficacy in leaders, management of emotions, and behavioral leadership are vital in nurturing appropriate leadership settings. For successful organizational leadership, management should incorporate the view of the psychologists’ concerning organizational behavior.
References
Kanfer, R., & Chen, G. (2016). Motivation in organizational behavior: History, advances, and prospects. Organizational Behavior and Human Decision Processes , 136 , 6-19.
Luthans, F., & Youssef-Morgan, C. M. (2017). Psychological capital: An evidence-based positive approach. Annual Review of Organizational Psychology and Organizational Behavior , 4, 339-366.
