International Journal on Leadership

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

A Conceptual Framework on Positive Leadership Style with Competency Based Models


Affiliations
1 JK Lakshmipat University, Jaipur, Rajasthan, India
     

   Subscribe/Renew Journal


Since last many decades, topic of leadership has been getting considerable attention. The multiple disciplines that have contributed to this subject and large number of models that have been put forth, have made this field full of disparate ideas. One can find multiple competing business models. Multiple researchers have worked to identify effective leaders and leadership styles. But still, there is no widely accepted theory of leadership. Having said that, one can still find some common elements such as - leadership is a social process. Leadership works for attainment of goals. Leadership is about being inspirational, transformational, being good and being compassionate. One of the powerful and recent models that are being talked about in current time is "positive leadership". There have been multiple researches on effect of positive leadership behaviours and benefits. It has been widely accepted that positive leaders bring extraordinary results in organisations. Yet, in spite of these testimonials, there has been very less adaptation of this model in organisations. There can be multiple reasons for the same, but one major hindrance is that organisations have developed their own leadership model and adding more models has more resistance. There has been no research done on implementation of positive leadership models as strategic human resource management (SHRM) and there has been no strategic direction for implementation esp. in Indian context. Organisations would have very high resistance to adopt new and emerging concepts and this paper address possible issues. One of the common and contemporary leadership models that can be found in many organisations are based on competency based leadership. Companies have adopted competency-based models to generate and develop leaders. This paper tries to bring an implementation strategy of positive leadership by merging it in existing competency model. Kim Cameron's model of positive leadership assessment tool has been used as reference point to explore idea of smooth merging of behaviours with competencies so that organisations can reap extraordinary results with positive leadership while keeping their existing SHRM on competency intact. This paper could be used by all individuals and organisations especially by those who believe that positive leadership fosters positive result and who practice competency based leadership style.

Keywords

Positive Leadership, SHRM, Positive Climate, Competencies and Goal Attainment.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Bass, B. M., & Stogdill, R. M. (1990). Bass & Stogdill’s handbook of leadership: Theory, research, and managerial applications. Simon and Schuster.

  • Burns, J. M. (1978). Leadership. New York: Harper and Row Publishers.

  • Cameron, K. (2010). Leadership excellence. Executive excellence publishing.

  • Cameron, K., & Plews, E. (2012). Positive leadership in action: Applications of POS by Jim Mallozzi, CEO, Prudential Real Estate and Relocation. Organizational Dynamics, 41(2), 99-105. Collins, J. 2001, Good to great, Harper PB.

  • Cooperrider, D. L. (1990). Appreciative management and leadership: The power of positive thought and action in organizations. Jossey-Bass.

  • Downton, J. V. (1973). Rebel leadership: Commitment and charisma in the revolutionary process. Free Press.

  • Ehrenrich, B. (2009). Bright sided: How positive thinking is undermining Amercia. New York: Henry Holt

  • Hannah, S. T., Woolfolk, R. L., & Lord, R. G. (2009). Leader self‐structure: A framework for positive leadership. Journal of Organizational Behavior, 30(2), 269-290.

  • Northouse, P. G. (2013). Leadership theory and practice (6th ed.). California, CA: SAGE.

  • Rhoades, L., & Eisenberger, R. (2002). Perceived organizational support: A review of the literature. Journal of Applied Psychology, 87(4), 698-714

  • Rowe, W. G., & Guerrero, L. (2012). Cases in leadership. Sage.

  • Rowe, G. W., & Guerrero, L. (2013). Cases in leadership (3rd ed.). Sage publications.

  • Smith, M. B., Koppes, B. L., & Vodanovich, S. J. (2012). The counter-intuitive effects of flow on positive leadership and employee attitudes: Incorporating positive psychology into the management of organizations. The Psychologist-Manager Journal, 15(3), 174-198.

  • Stentz, J. E., Clark, V. L. P., & Matkin, G. S. (2012). Applying mixed methods to leadership research: A review of current practices. The Leadership Quarterly, 23(6), 1173-1183.

  • Sturgess, G. (2012). Skills vs. competencies. What’s the difference? Talent Align.


Abstract Views: 382

PDF Views: 1




  • A Conceptual Framework on Positive Leadership Style with Competency Based Models

Abstract Views: 382  |  PDF Views: 1

Authors

Richa Mishra
JK Lakshmipat University, Jaipur, Rajasthan, India
Sujeet Jha
JK Lakshmipat University, Jaipur, Rajasthan, India

Abstract


Since last many decades, topic of leadership has been getting considerable attention. The multiple disciplines that have contributed to this subject and large number of models that have been put forth, have made this field full of disparate ideas. One can find multiple competing business models. Multiple researchers have worked to identify effective leaders and leadership styles. But still, there is no widely accepted theory of leadership. Having said that, one can still find some common elements such as - leadership is a social process. Leadership works for attainment of goals. Leadership is about being inspirational, transformational, being good and being compassionate. One of the powerful and recent models that are being talked about in current time is "positive leadership". There have been multiple researches on effect of positive leadership behaviours and benefits. It has been widely accepted that positive leaders bring extraordinary results in organisations. Yet, in spite of these testimonials, there has been very less adaptation of this model in organisations. There can be multiple reasons for the same, but one major hindrance is that organisations have developed their own leadership model and adding more models has more resistance. There has been no research done on implementation of positive leadership models as strategic human resource management (SHRM) and there has been no strategic direction for implementation esp. in Indian context. Organisations would have very high resistance to adopt new and emerging concepts and this paper address possible issues. One of the common and contemporary leadership models that can be found in many organisations are based on competency based leadership. Companies have adopted competency-based models to generate and develop leaders. This paper tries to bring an implementation strategy of positive leadership by merging it in existing competency model. Kim Cameron's model of positive leadership assessment tool has been used as reference point to explore idea of smooth merging of behaviours with competencies so that organisations can reap extraordinary results with positive leadership while keeping their existing SHRM on competency intact. This paper could be used by all individuals and organisations especially by those who believe that positive leadership fosters positive result and who practice competency based leadership style.

Keywords


Positive Leadership, SHRM, Positive Climate, Competencies and Goal Attainment.

References