What will I learn about: how to foster high-quality connections among your team by offering your undivided attention and encouraging playful interactions that boost overall creativity?

Discover how to foster high-quality connections among your team by offering your undivided attention and encouraging playful interactions that boost overall creativity.

What will I learn about: why connecting your employees directly with the end-users of your products drastically increases their intrinsic motivation and overall performance?

Understand why connecting your employees directly with the end-users of your products drastically increases their intrinsic motivation and overall performance.

What will I learn about: the art of mindful negotiation by keeping your emotions neutral and staying fully present, helping you succeed even when dealing with difficult people?

Master the art of mindful negotiation by keeping your emotions neutral and staying fully present, helping you succeed even when dealing with difficult people.

What will I learn about: cultivate a thriving workplace culture and prevent employee burnout by implementing a strict, zero-tolerance policy for disrespectful behavior?

Learn how to cultivate a thriving workplace culture and prevent employee burnout by implementing a strict, zero-tolerance policy for disrespectful behavior.

What will I learn about: how to boost your own professional confidence and vitality by actively seeking out new knowledge and asking for regular feedback?

Find out how to boost your own professional confidence and vitality by actively seeking out new knowledge and asking for regular feedback.

How to Be a Positive Leader

Small Actions, Big Impact

Jane E. Dutton & Gretchen M. Spreitzer

★ 4.1 / 5(123 ratings)

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Categories:

Management & Leadership

If You're Curious About These Questions...

You should listen to this audiobook

💡What if you could unlock a hidden level of productivity in your team simply by shifting your focus toward positive organizational behavior?
💡What’s the secret to building a company culture where employees don’t just survive the workday, but actually thrive and excel?
💡Did you know that specific, research-backed leadership tweaks can transform a high-stress environment into a powerhouse of innovation and success?

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Key Takeaways from How to Be a Positive Leader

✓Discover how to foster high-quality connections among your team by offering your undivided attention and encouraging playful interactions that boost overall creativity.
✓Understand why connecting your employees directly with the end-users of your products drastically increases their intrinsic motivation and overall performance.
✓Master the art of mindful negotiation by keeping your emotions neutral and staying fully present, helping you succeed even when dealing with difficult people.
✓Learn how to cultivate a thriving workplace culture and prevent employee burnout by implementing a strict, zero-tolerance policy for disrespectful behavior.
✓Find out how to boost your own professional confidence and vitality by actively seeking out new knowledge and asking for regular feedback.

Learning Tools

Reinforce what you learned from How to Be a Positive Leader

Mind Map

How to Be a Positive Leader

Fostering Positive Connections+

Meaning, Identity & Autonomy+

Virtues & Ethical Leadership+

Mindset, Hope & Change+

Quiz — Test Your Understanding

Question 1 of 10

According to the book, what defines a 'high-quality connection' in the workplace?

A. A formal mentoring relationship that lasts over a year.
B. An interaction where both participants' energy levels are increased.
C. A networking opportunity with a senior executive.
D. A meeting that results in a direct increase in company revenue.

Question 2 of 10

How did the University of Michigan call center study demonstrate the importance of meaningful work?

A. Employees were allowed to craft their own scripts, improving their confidence.
B. Employees met a student who benefited from their fundraising, leading to increased revenue.
C. Employees were given higher pay, which temporarily increased their call volume.
D. Employees were given more breaks, which drastically reduced burnout and turnover.

Question 3 of 10

What is the key to negotiating mindfully, especially with someone you dislike?

A. Keeping your emotions out of the equation and staying fully present.
B. Focusing on your past interactions to anticipate their future moves.
C. Using your frustration to assert dominance and demand better terms.
D. Letting the other person speak first to gauge their emotional state.

Question 4 of 10

How does restaurateur Danny Meyer ensure a positive work environment and help his employees thrive?

A. By paying his staff significantly above the industry average.
B. By allowing chefs to completely design their own menus.
C. By implementing a strict zero-tolerance policy for disrespectful behavior.
D. By providing mandatory daily meditation sessions for all staff.

Question 5 of 10

In the GIVE model of positive identity, what does 'Integration' refer to?

A. Blending different departments within a company to increase efficiency.
B. Incorporating new, advanced skills into one's daily work routine.
C. Aligning an employee's personal goals with the company's financial targets.
D. Making the different parts of one's life, like work, family, and hobbies, fit together.

Question 6 of 10

What is the purpose of the 'reflected best-self exercise'?

A. To help individuals discover their character strengths by gathering positive stories from others.
B. To help employees identify their weaknesses and create a long-term improvement plan.
C. To allow managers to evaluate an employee's performance based on peer reviews.
D. To encourage employees to practice gratitude by writing down what they appreciate about themselves.

Question 7 of 10

Which of the following is an example of 'job crafting' as described in the text?

A. An HR department creating standardized career paths for all new hires.
B. A salesperson minimizing friction with a difficult boss by shifting their communication primarily to email.
C. A manager rewriting the official job descriptions for their entire team to increase productivity.
D. A company offering flexible working hours to accommodate employees' family needs.

Question 8 of 10

How did Apple encourage the virtue of 'transcendence' among its employees in the 1980s?

A. By offering stock options to every employee regardless of rank.
B. By requiring employees to keep a daily gratitude journal.
C. By setting a profound, society-contributing goal of 'One person, one computer.'
D. By organizing regular volunteer days at local charities.

Question 9 of 10

What 'test' does the book suggest leaders use to clarify their values and make ethical decisions?

A. Asking if the decision will maximize shareholder value in the short term.
B. Asking if they would be comfortable with the decision being published on the front page of the New York Times.
C. Asking if the decision aligns with what their top competitors are doing.
D. Asking if the decision can be legally defended in a court of law.

Question 10 of 10

Why do leaders often fail when implementing change within an organization?

A. They provide too much information, overwhelming their staff.
B. They view employees as a constant source of resistance rather than as resources.
C. They focus too heavily on the hidden benefits of the change rather than the costs.
D. They allow employees too much freedom to experiment with the new systems.