Positive leadership has three connotations:
1) It refers to the facilitation of extraordinarily positive performance – that is, positively deviant performance. Outcomes that exceed common or expected performance.
2) Affirmative bias – or a focus on strengths and capabilities and on affirming human potential. It emphasizes positive communication, optimism, and strengths as well as the value and opportunity embedded in problems and weaknesses.
3) Facilitating the best on the human condition, or on fostering virtuousness.
An easy way to identify positive leadership is to notice positive deviance. Many positive outcomes are stimulated by trials and difficulties; for example, demonstrated courage, resilience, forgiveness and compassion are relevant only in the context of negative occurrences.
“Bad is stronger than good”. Human being react more strongly to negative phenomena than to positive phenomena. Both conducive and challenging conditions may lead to positive deviance.
The few organizations that perform in extraordinary ways, which are the exception, not the rule, are positively deviant. In this case, positive deviance implies more than earning more revenue than the industry average. It involves thriving, flourishing, even virtuous performance, or achieving the best of the human condition. There are 4 strategies to achieve a positive deviance. (they are among the most important enablers of positively deviant performance)
1) Positive climate (foster: compassion, forgiveness and gratitude);
2) Positive Relationships (build energy network, reinforce strengths);
3) Positive communication (obtain best-self feedback, use supportive communication);
4) Positive meaning (affect human well-being, connect to personal values, highlight extended