Linley, P A and Govindji, R and West, Michael (2007) Positive psychology approaches to public services leadership:An introduction to strengths-based leadership. International Journal of Leadership in Public Services, 3 (4). pp. 44-55. ISSN 2042-8642Full text not available from this repository.
To readers of the popular press, the words ‘positive psychology’ may conjure up images of happiness gurus and people having their feet massaged, their heads resting peacefully on pink, fluffy clouds. But in this article, our aim is to demonstrate how the new science of positive psychology speaks powerfully to - and has much to contribute to - the development of leadership and the practices and processes of organisations, whether in the public or private sectors. Much of our work is concerned with the applications of this new field, and particularly with building strengths-based organisations. A key pillar of this work is around enabling strengths-based leadership, and provides our focus for this article.
|Journal or Publication Title:||International Journal of Leadership in Public Services|
|Uncontrolled Keywords:||Leadership ; Positive psychology ; Public services ; Strengths-based leadership|
|Subjects:||H Social Sciences > HD Industries. Land use. Labor|
|Departments:||Lancaster University Management School > Lancaster University Management School - Other > Centre for Performance-Led HR|
|Deposited On:||20 Jul 2012 12:02|
|Last Modified:||28 Apr 2017 00:04|
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