Lancaster EPrints

Prozac Leadership and the limits of positive thinking

Collinson, David (2012) Prozac Leadership and the limits of positive thinking. Leadership, 8 (2). pp. 87-107. ISSN 1742-7150

[img]
Preview
PDF (Prozac Leadership and the limits of positive thinking) - Draft Version
Download (176Kb) | Preview

    Abstract

    This article critically examines excessive positivity in leadership dynamics. It argues that the tendency for leader positivity to become excessive is a recurrent but under-researched medium through which power and identity can be enacted in leadership dynamics. Drawing on the metaphor of ‘Prozac’, it suggests that leaders’ excessive positivity is often characterized by a reluctance to consider alternative voices, which can leave organizations and societies ill-prepared to deal with unexpected events. Prozac leadership encourages leaders to believe their own narratives that everything is going well and discourages followers from raising problems or admitting mistakes. The article also argues that followers (broadly defined) are often quick to identify leaders’ excessive positivity and are likely to respond through various forms of resistance. It concludes by considering the extent to which excessive positivity also characterizes leadership studies, and raises additional questions for further critical analyses of Prozac leadership.

    Item Type: Article
    Journal or Publication Title: Leadership
    Uncontrolled Keywords: excessive positivity ; Prozac leadership ; critical leadership studies ; power ; identity ; resistance
    Subjects: H Social Sciences > HB Economic Theory
    Departments: Lancaster University Management School > Management Learning & Leadership
    ID Code: 53974
    Deposited By: ep_importer_pure
    Deposited On: 04 May 2012 13:19
    Refereed?: Yes
    Published?: Published
    Last Modified: 19 Dec 2013 14:44
    Identification Number:
    URI: http://eprints.lancs.ac.uk/id/eprint/53974

    Actions (login required)

    View Item