Faculty from the Center share their excitement about the transformative ability of Positive Organizational Scholarship to elevate individuals and organizations.
December 2, 2014
November 20, 2014
“What is your vision for extraordinary leadership impact? I could get up and talk to you for forty-five minutes about what I think leadership should be, but at the end of the day, in order to make a connection between positive identities and positive leadership, the leadership vision itself has to be personal. [It has to] connect in some way to your source of inspiration. And your source of inspiration for leadership and action comes from who you are, how you see yourself, and the results you wish to create or contribute.”
With this message, Laura Morgan Roberts began her Positive Links Speaker Series session.
The Task-Enabling™ Exercise (TEE™) improves how you task-enable, or help, others, and how others task-enable you. By focusing on a specific task, project, or goal, you reflect on all the people who assist you, as well as what they do that is effective and ineffective. The TEE™ then guides you step-by-step through the process of […]
Positive Leadership The Game ™ is designed to help leaders discover paths to flourishing and high performance through structured brainstorming and problem-solving. Created by Robert E. Quinn and Gretchen M. Spreitzer, renowned professors at the Michigan Ross School of Business, the game organizes leaders into groups to share business problems and offer sustainable solutions that […]
Scott Sonenshein (www.ScottSonenshein.com) is an Associate Professor of Management at the Jones Graduate School of Business at Rice University, where he teaches course in change and leadership. His studies examine the resourceful actions of employees to advance organizational and social/ethical change. He has conducted research in settings ranging from fashion to food trucks, banks to booksellers, and entrepreneurs to environmentalists. This work illuminates the skill, agency, and motivation of individuals to contribute to change and the corresponding organizational practices that foster these outcomes. He currently serves as an Associate Editor at the Academy of Management Journal.
Shirli Kopelman is a leading researcher, expert, and educator in the field of negotiations at the University of Michigan’s Ross School of Business. Kopelman is also Faculty Director of Business Practice at the Center for Positive Organizations and Executive Director of the International Association for Conflict Management. Her research focuses on a positive process of mindful and strategic alignment of emotions, and its power to transform social exchange beyond an instrumental negotiation task to co-creation and generation of extraordinary success and wellbeing. Kopelman received awards for her cutting edge negotiation research and for her outstanding achievements in the classroom.
Karen Golden-Biddle is the Questrom Professor in Management and Professor of Organizational Behavior at Boston University School of Management. She currently serves as Senior Associate Dean for Faculty and Research. Karen received her BA from Denison University and her MBA and PhD degrees from Case Western Reserve University. Her research and educational interests focus on organizational and system transformation with a special focus on understanding peoples’ collective efforts for change that tap front line experience, engage discovery to imagine desired possibilities, and foster human agency in bringing about real and desired change.
Faculty Associate Sue Ashford and James Detert in the Harvard Business Review:
“Organizations don’t prosper unless managers in the middle ranks… identify and promote the need for change. People at that level gather valuable intelligence from direct contact with customers, suppliers, and colleagues. They’re in a position to see when the market is ripe for a certain offering, for instance, or to detect early signs that a partnership won’t work out.”
Wayne Baker in the Harvard Business Review:
“It seems like leaders are always lamenting the lack of cooperation and collaboration in their organizations. But more often than not, the culprit isn’t their employees’ unwillingness to give others a hand — it’s the fact that most people simply don’t, or won’t, ask for help.”