第 1 章
Unleashing the Power of Positive Leadership
In a world where leadership books crowd the shelves, "How to Be a Positive Leader" stands apart as a transformative guide that has influenced executives from Fortune 500 companies to emerging startups. This collection, edited by Jane E. Dutton and Gretchen M. Spreitzer from the renowned Center for Positive Organizations at the University of Michigan, has become required reading at leadership development programs worldwide. What makes this work so compelling is its unique premise: that small actions can create extraordinary impact. While most leadership books focus on grand visions or complex frameworks, this research-backed approach demonstrates how seemingly minor interventions-like expressing gratitude or connecting employees with beneficiaries-can dramatically improve organizational outcomes. The book has garnered praise from thought leaders across industries for its practical, evidence-based strategies that help leaders improve relationships, unlock innovation, and create meaningful change without requiring massive resources or restructuring.
第 2 章
Building High-Quality Connections: The Foundation of Excellence
High-quality connections (HQCs) are brief interactions that generate a sense of mutual energy, positive regard, and vitality between people. Unlike deep relationships that develop over time, these connections can form in an instant but serve as critical building blocks for bringing out the best in people and organizations. These micro-moments of connection might occur during a brief hallway conversation, a team meeting, or even a quick video call, but their impact resonates far beyond the interaction itself. When people experience HQCs, they feel valued, engaged, and attuned to one another, creating a ripple effect throughout the organization.
The benefits of these connections extend far beyond pleasant interactions, with substantial research documenting their transformative impact. Studies show that HQCs improve physical health markers, including lower blood pressure and stronger immune function, while enhancing psychological well-being through reduced stress and anxiety. Cognitive benefits include sharper decision-making, enhanced memory retention, and up to 40% higher levels of creative problem-solving. In organizational settings, teams with strong HQCs demonstrate 150% higher engagement scores, 35% better cross-functional coordination, and significantly lower turnover rates.
Four key pathways help leaders build these vital connections. First, respectful engagement means being fully present with others, demonstrated through maintaining eye contact, practicing mindful listening, and showing genuine curiosity in others' perspectives. This might involve putting away devices during conversations or implementing "phones-down" meeting policies. Second, task-enabling involves facilitating others' success through tangible actions: sharing knowledge resources, providing emotional support during challenging projects, and offering flexibility in work arrangements. Third, trusting others requires demonstrating vulnerability by admitting mistakes, actively seeking feedback, and resisting the urge to micromanage. Finally, play creates moments of exploration through activities like impromptu brainstorming sessions, team-building exercises, or casual social gatherings that generate positive emotions and new connection pathways.
Leaders can design organizations that foster HQCs through strategic choices and structural elements. Successful approaches include implementing team-based incentives that reward collaborative achievements, creating spot award programs that recognize exceptional relationship-building behaviors, and establishing mentorship programs that facilitate cross-generational connections. Organizations might institute "connection practices" like regular coffee chats, peer learning circles, or "random lunch" programs that pair employees from different departments. Leadership development programs should explicitly include relationship-building competencies, while onboarding processes can incorporate "connection buddies" and structured relationship-building activities.
The quality of an organization's social fabric is built one interaction at time, with each positive connection strengthening the entire organizational ecosystem. At Weston Solutions, project managers who excelled at building HQCs reported 25% higher client retention rates and 40% faster project completion times. These managers developed specific practices, such as beginning each client meeting with personal check-ins and establishing regular feedback loops, which built trust and improved collaboration. Another example comes from Michigan Medicine, where nursing units that implemented HQC practices saw a 30% reduction in medical errors and significantly higher patient satisfaction scores. These cases demonstrate that investing in high-quality connections delivers measurable business outcomes while creating more resilient and adaptive organizations.
第 3 章
Connecting Work to Impact: The Power of Outsourced Inspiration
When leaders need to motivate employees, their instinct is often to deliver inspiring speeches themselves. But research reveals a more powerful approach: "outsourcing inspiration" by connecting employees directly with the people who benefit from their work. This strategy helps employees identify their contributions and inject greater meaning into their daily tasks, transforming routine work into purposeful action.
The impact of this approach is remarkable and well-documented across various industries. When call center employees at a university fundraising operation spent just five minutes meeting scholarship students who benefited from their work, they increased their weekly revenue by 171% compared to those who didn't have this connection. The conversations helped employees understand the real-world impact of securing donations - enabling students to pursue their dreams despite financial constraints. Similarly, radiologists who saw patient photos alongside X-rays wrote 29% longer reports with 46% greater accuracy, demonstrating how humanizing their work led to better medical outcomes. This effect holds true across healthcare, safety jobs, and even mundane tasks-people work harder, longer, and better when they see how their efforts benefit others.
Leaders can connect with their own impact through four proven strategies: First, visiting end users periodically to witness firsthand how their decisions affect customers. Second, seeking internal feedback from employees through regular roundtables and anonymous surveys. Third, keeping a structured journal about contributions, documenting both small wins and major achievements. Fourth, becoming an end user of their organization's products or services to truly understand the customer experience. Companies like Patagonia implement this last strategy through mandatory field-testing requirements for all products, where employees must use the gear in real outdoor conditions. Four Seasons executives regularly stay at their hotels as guests, experiencing everything from check-in to room service as customers would.
To help employees see their impact, leaders can facilitate meaningful face-to-face connections with beneficiaries. John Deere brings farmers to their manufacturing facilities to meet the workers who build their tractors, allowing employees to hear firsthand how their machines enable food production and support agricultural communities. Medtronic hosts an annual party where patients share powerful stories about how the company's medical devices saved their lives, creating emotional connections between employees and the ultimate purpose of their work. Leaders can also encourage employees to swap stories about making a difference, as practiced at Merrill Lynch's monthly impact meetings and Ritz-Carlton's daily lineup where employees share guest satisfaction stories. Leaders serve as crucial "linking pins" by connecting employees with beneficiaries while articulating the organization's broader vision alongside specific impact stories.
Though connecting employees to their impact sounds like common sense, surprisingly few leaders actively show how their organization's work meaningfully benefits others. The barriers often include time constraints, geographical distance, and the assumption that employees already understand their impact. However, organizations that overcome these obstacles see remarkable results. Wells Fargo transformed a struggling loan product into a major growth driver by creating videos showing how their banking services helped real customers achieve life milestones like homeownership and business expansion. These stories helped employees understand the human side of financial services and approach their work with renewed purpose and energy.
By forging these connections systematically, leaders create environments infused with richer meaning, deeper relationships, and greater productivity. The investment in building these bridges between employees and beneficiaries consistently yields returns in engagement, performance, and organizational success.
第 4 章
Enabling Thriving: The Spark of Energy and Growth
Thriving at work combines vitality with learning-creating that spark of energy, passion and excitement alongside continuous personal development. People who thrive experience less burnout, better health, greater job satisfaction, and higher performance. They take initiative, persist through challenges, and demonstrate more innovative behavior.
Four individual strategies can enhance personal thriving. First, craft your work to be more meaningful by redesigning tasks to align with your values and strengths. Meaning serves as a renewable resource that fuels thriving by creating purpose and making people care about their work. Second, look for opportunities to innovate and gain new knowledge, as this builds competence that enables vitality and learning. High-tech workers who created opportunities to gain knowledge through goal-setting or seeking feedback experienced more vitality.
Third, invest in relationships that energize rather than deplete you. Research shows that de-energizing relationships have four times the negative impact of positive ones, making it crucial to build connections with energizers while rejuvenating or disconnecting from de-energizing relationships. Finally, manage your energy through exercise, nutrition, and sufficient sleep to enhance positive moods during workdays.
Organizations can implement practices that create a thriving workforce with minimal financial cost but tremendous potential impact. Sharing information helps employees understand how their work connects to the organization's mission, building feelings of competence that increase vitality. At Medtronic, bringing patients who benefited from their devices to quarterly meetings energizes employees by showing their contribution.
Providing decision-making discretion fuels autonomy, vitality and growth. Alaska Airlines exemplifies this approach, where employees developed an "empowerment toolkit" after leadership shared company strategy. When mistakes occur, leaders should focus on learning rather than withdrawing empowerment, creating a safe environment for experimentation.
Minimizing incivility is crucial since rude behaviors quickly deplete energy and trigger stress responses that inhibit learning. Leaders must set clear norms about acceptable behaviors and address uncivil actions immediately-even exceptional performers should be corrected if they behave uncivilly, as the negative impact affects both employees and customers.
Finally, offering two-way, open, and frequent feedback creates learning opportunities that build feelings of competence and thriving. The most effective organizations encourage employees to proactively seek feedback rather than waiting for it, creating a culture where growth and vitality flourish together.
第 5 章
Cultivating Positive Identities: Who We Are at Our Best
How we answer the fundamental questions of "Who am I?" and "Who are we?" unlocks valuable psychological and social resources in organizations. Leaders shape positive identities both for themselves and organizational members through the images, stories, and descriptions they use. The GIVE model explains four ways people respond positively to identity questions: Growing (becoming more like one's desired self), Integrated (connecting different identity parts compatibly), Virtuous (possessing qualities like courage and integrity), and Esteemed (feeling worthy of positive regard).
People who see themselves growing at work experience positive emotions and persist through adversity. Those who integrate different parts of their identities demonstrate greater creativity in generating ideas and solving problems. People with positive identities cope better with threats like criticism or demeaning treatment, and they generate more diverse, high-quality relationships that build trust and respect.
Leaders can increase identity positivity through several approaches. First, using positive identity labels (like servant leader or ethical leader) makes leaders more likely to engage in corresponding behaviors. Many leaders are unaware of their character strengths, making tools like the Values in Action (VIA) inventory valuable for identifying and applying virtues at work.
Second, designing a developmental agenda helps leaders build bridges between past, present, and future. The Leadership Lifeline exercise maps developmental milestones including challenges and accomplishments, while creating a future growth plan identifies desired possible selves and finds role models who display those characteristics. Leaders should create developmental agendas addressing shortcomings while building on strengths.
Third, facilitating the Reflected Best-Self ExerciseTM helps people discover their unique strengths by gathering feedback through contribution stories from professional and personal contacts. This helps people align their work with their strengths, build connections between different life roles, and understand why they're valued.
As leadership experts note, developing people resembles mining for gold-you must move tons of dirt, but you go looking for the gold, not the dirt. The more positive characteristics you seek, the more you'll find. By bringing out the best in themselves, leaders consequently bring out the best in others.
第 6 章
Job Crafting: Personalizing Work for Meaning and Performance
Job crafting involves making physical and cognitive changes to task or relational boundaries of work-bottom-up moves employees make to create more optimal job designs. These modifications can range from small daily adjustments to significant role evolutions that transform how work gets done. Though leaders might initially fear employees taking liberties with job descriptions, extensive research shows job crafting benefits both employees and organizations: it makes work more meaningful, leverages employee proactivity, improves performance, increases engagement, reduces absenteeism, and enhances mental health. Studies have found that employees who engage in job crafting report up to 30% higher job satisfaction and show 20% better performance ratings.
Four key strategies help spark effective job crafting. First, optimize the job you have by analyzing how you spend time and aligning tasks with your values, strengths and passions. This might involve conducting a time audit, identifying energy-draining versus energizing activities, and gradually shifting the ratio. Second, re-vision the relational landscape by identifying life-giving interactions and troubleshooting difficult ones. This could mean cultivating more meaningful connections with colleagues, reducing exposure to toxic relationships, or building new collaborative bridges across departments. Third, queue up tasks by reordering them to create engagement momentum throughout the day. For example, tackle creative work during peak energy hours and reserve routine tasks for lower-energy periods. Finally, engage in aspirational job crafting by moving toward future possibilities that don't yet exist in your current role - perhaps by volunteering for new projects or developing skills needed for emerging opportunities.
Leaders can enable job crafting by communicating strategic goals to help employees align their crafting efforts with organizational direction. Regular one-on-ones focused on employee aspirations and organizational needs create space for crafting conversations. They can hold "job-crafting swap meets" where team members exchange tasks to optimize satisfaction and leverage diverse strengths. At Google, group-level job-crafting opportunities help teams identify productive task swaps that benefit everyone involved. The company's "20% time" policy exemplifies institutional support for employee-driven role evolution.
Burt's Bees exemplifies organizational support for job crafting across various roles. Andy, a maintenance technician passionate about process improvements, received management support to conduct efficiency experiments typically reserved for engineers. His innovations led to a 15% reduction in equipment downtime. Mindy, in customer care, regularly involves her manager when seeking new challenges to break monotony, resulting in her creating a peer mentoring program that improved team satisfaction scores. Jake, from the compounding department, was helped by managers to overcome relational barriers when his curiosity about assembly work met initial suspicion. Through careful facilitation, he now splits time between departments, sharing valuable cross-functional insights.
When organizations actively support job crafting, employees gain increased well-being while organizations benefit from improved performance and decreased absenteeism. Research indicates that companies with strong job crafting cultures see up to 25% lower turnover rates and 40% higher employee engagement scores. Leaders occupy a unique position to support employees as they develop themselves through work and, consequently, strengthen their organizations. This requires creating psychological safety, providing resources and autonomy, and celebrating successful crafting outcomes that benefit both individual and organizational goals.
第 7 章
Activating Virtuousness: The Power of Moral Excellence
Virtuous organizations help members achieve their best and reach extraordinary outcomes by implementing universally valued attributes like forgiveness, gratitude, honesty, compassion, and love. Unlike typical organizations focused solely on profit through competition and pressure, virtuous organizations emphasize appreciation, collaboration, positive energy, and meaningfulness-producing relationships characterized by compassion, loyalty, trust, and respect.
Organizations don't need to sacrifice financial success for virtuous practices-evidence shows virtuousness correlates with desirable outcomes including profitability. Empirical studies demonstrate that when virtuousness scores improve, organizational outcomes like productivity, quality, innovation, customer loyalty, and employee engagement also increase. Even in organizations that recently downsized, performance improved markedly when virtuous practices were implemented.
Three practices can foster virtuousness in organizations: expressing gratitude, enabling forgiveness, and facilitating transcendence. Expressing gratitude is one of the simplest virtues to implement with dramatic effects. Studies show people keeping gratitude journals experience better physical health, social relationships, and cognitive performance. In healthcare organizations, frequent expressions of gratitude strongly predict improvements in care quality, patient satisfaction, and employee engagement.
When harm, trauma, and injustice occur in organizations, they often lead to retribution and deteriorating performance. Institutionalizing forgiveness powerfully predicts improvements in productivity, satisfaction, innovation, quality, and profitability. Leaders can enable forgiveness by redefining events as opportunities to move forward, connecting work to meaningful higher purposes, maintaining excellence standards, providing opportunities for supportive interaction, and honoring justice.
Transcendence refers to positive deviance, profound purpose, and realization of an ideal-what leads people to experience awe and wonder. Organizations can foster transcendence through "Everest goals"-supreme achievements that represent the peak of what people can imagine. These goals possess unique attributes: positive deviance (inspiring wonder), inherent value, affirmative orientation (focusing on possibilities), contribution (creating value beyond personal benefit), and sustainable positive energy.
Griffin Hospital exemplifies these principles-when Patrick Charmel returned as CEO during a financial crisis requiring downsizing, he institutionalized forgiveness, optimism, loving relationships and integrity. Despite layoffs, the hospital maintained morale through compassionate practices like installing queen-size beds in maternity wards and creating communal family spaces. Griffin became the only hospital listed in Fortune's Top 100 Best Places to Work for ten consecutive years while achieving clinical excellence and seeing revenues soar.
第 8 章
Cultivating Hope: The Fuel for Positive Change
Hope is a common yet powerful experience-a deep belief that people and situations can change for the better. Throughout history, leaders like Gandhi, Mandela, Mother Teresa and business pioneers like Richard Branson and Muhammad Yunus have harnessed hope to drive profound change by actively searching for human potential even amid adversity. Hope functions as an energizing force that propels people forward, fortifies them to find solutions, drives active searching for possibilities, and helps them rise above difficult circumstances.
Three principles tap into our innate capacity to hope. First, we must imagine the desired future and hold onto it long enough to take initial steps toward it. Second, we need to anticipate obstacles and compensate for anything that might delay or divert hope. Third, we need continuous reminders of existing hope to help our own hope persist.
Leaders can bring these principles to life through three strategies. First, act "as if" the imagined future is within reach. Even small steps keep hope alive by prioritizing worthwhile but difficult goals. Muhammad Yunus didn't just ask "What if?" but began acting "as if" his desired future of poverty elimination through microfinance was coming. No act is too small to resuscitate hope-from acts of resistance to making promises or gathering allies.
Second, employ the "kiss it better" approach by acting swiftly to catch and reverse downfalls in hope. In Rwanda, Odile Gakire Katese founded a women's drumming group and the country's first ice cream parlor, creating spaces where "poverty, disease, illiteracy are not obstacles to happiness." Similarly, Lisa Honig Buksbaum's Soaring Words has helped 250,000 hospitalized children through messages of hope. Leaders must recognize lapses in hope and swiftly remind everyone of their proven abilities to overcome challenges.
Third, remember that hope is "shared, not stored"-the more it flows, the more energizing it becomes, but it doesn't renew automatically. Leaders must identify where hope naturally pools, then deliberately tap these reservoirs by creating opportunities for contagion through spontaneous gatherings and impromptu contests. Ela R. Bhatt demonstrated this by founding the Self-Employed Women's Association (SEWA), which grew to over a million women who pooled their hope together, first imagining possibilities and then developing skills to match their needs.
The Free the Children and Me to We organizations exemplify these principles, having started as "as if" acts that redirect hope through crafted contrasts and proprietary cascades like "We Day" gatherings where hope flows abundantly among millions of participants. By cultivating hope, leaders focus attention on possibilities ahead, helping everyone see beyond obstacles to create positive change.
第 9 章
Creating Resourceful Change: The Art of Possibility
While most attention focuses on the "what" of organizational change, research suggests the "how" of change is equally important. Micro-moves-small but consequential interactions-can either foster disengagement or facilitate collective hope and cascading vitality through employee empowerment. These micro-moves matter because they engage people meaningfully in the change process and embolden individuals to connect with others in creating change.
The earliest origins of generative organizational change require collective imagining of what could be. Three micro-moves of discovery nourish this imagining: turning toward the unfamiliar, experiencing together what is not known, and convening around new possibilities. Google exemplified the first approach by relating the familiar notion of "software as product" with the unfamiliar image of "software as service," reimagining software delivery through cloud-based access.
Organizations routinely undergo change but frequently fail to implement it effectively. Leaders often blame employees for resisting change, but this viewpoint creates a self-fulfilling prophecy. Instead, leaders should view employees as valuable resources who recognize that the status quo is more dangerous than an unknown future.
Three strategies help employees become more resourceful during change implementation. First, "cut off the straps"-transform items of limited value into something helpful for implementing change. Ethan, a retail store manager, illustrated this by transforming a poorly-selling dress into a best-selling beach cover-up by cutting off the straps and relabeling it. Second, use storytelling to place change in the context of the organization's larger strategy and find silver linings in potential disruptions. Third, integrate self-affirmation with doubt-balance self-assurance with self-criticism to create both urgency and confidence.
Leaders can accelerate this transformation through three practices: fostering ownership and experimentation, focusing on the big picture and hidden benefits, and reminding employees of their capabilities while emphasizing urgency. When leaders "cut off the straps" in how they view employees-transforming obstacles into valuable resources-they approach change with a more open mind, reshaping the change narrative from a battle between strategists and implementers to one of collective contribution.
Even crises offer opportunities for organizational improvement and innovation. Leaders with a learning orientation acknowledge that crises motivate organizations to learn more than any other time. By scanning information from multiple sources, engendering trust through authentic behavior, and embracing crisis as opportunity, leaders can help organizations emerge stronger. Ford Motor Company exemplified this during the 2008 recession-without government bailouts, they thrived by learning through transparent operations, securing cash reserves before the recession, building trust through the "One Ford" concept, and accelerating development of fuel-efficient vehicles.
Through these approaches to resourceful change, positive leaders create possibilities that transform challenges into opportunities for growth and renewal.
