Prozac Leadership and the limits of positive thinking

People, Work and Organisation

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Published

Standard

Prozac Leadership and the limits of positive thinking. / Collinson, David.
In: Leadership, Vol. 8, No. 2, 05.2012, p. 87-107.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Collinson, D 2012, 'Prozac Leadership and the limits of positive thinking', Leadership, vol. 8, no. 2, pp. 87-107. https://doi.org/10.1177/1742715011434738

APA

Collinson, D. (2012). Prozac Leadership and the limits of positive thinking. Leadership, 8(2), 87-107. https://doi.org/10.1177/1742715011434738

Vancouver

Collinson D. Prozac Leadership and the limits of positive thinking. Leadership. 2012 May;8(2):87-107. doi: 10.1177/1742715011434738

Author

Collinson, David. / Prozac Leadership and the limits of positive thinking. In: Leadership. 2012 ; Vol. 8, No. 2. pp. 87-107.

Bibtex

@article{c65523697a1e449fb04bf8db80b53038,

title = "Prozac Leadership and the limits of positive thinking",

abstract = "This article critically examines excessive positivity in leadership dynamics. It argues that the tendency for leader positivity to become excessive is a recurrent but under-researched medium through which power and identity can be enacted in leadership dynamics. Drawing on the metaphor of {\textquoteleft}Prozac{\textquoteright}, it suggests that leaders{\textquoteright} excessive positivity is often characterized by a reluctance to consider alternative voices, which can leave organizations and societies ill-prepared to deal with unexpected events. Prozac leadership encourages leaders to believe their own narratives that everything is going well and discourages followers from raising problems or admitting mistakes. The article also argues that followers (broadly defined) are often quick to identify leaders{\textquoteright} excessive positivity and are likely to respond through various forms of resistance. It concludes by considering the extent to which excessive positivity also characterizes leadership studies, and raises additional questions for further critical analyses of Prozac leadership.",

keywords = "excessive positivity, Prozac leadership, critical leadership studies, power, identity, resistance",

author = "David Collinson",

note = "This article was published in a prestigious online issue of 'Leadership' called {"}Rethinking Leadership Research{"} edited by the Editor of the journal. This Special Issue comprised 7 peer reviewed articles selected to showcase {"}the excellent scholarship{"} that has been published in the journal over the previous 12 years. Please see: http://journals.sagepub.com/page/lea/collections/rethinking-leadership-research/index",

year = "2012",

month = may,

doi = "10.1177/1742715011434738",

language = "English",

volume = "8",

pages = "87--107",

journal = "Leadership",

issn = "1742-7150",

publisher = "SAGE PUBLICATIONS INC",

number = "2",

}

RIS

TY - JOUR

T1 - Prozac Leadership and the limits of positive thinking

AU - Collinson, David

N1 - This article was published in a prestigious online issue of 'Leadership' called "Rethinking Leadership Research" edited by the Editor of the journal. This Special Issue comprised 7 peer reviewed articles selected to showcase "the excellent scholarship" that has been published in the journal over the previous 12 years. Please see: http://journals.sagepub.com/page/lea/collections/rethinking-leadership-research/index

PY - 2012/5

Y1 - 2012/5

N2 - This article critically examines excessive positivity in leadership dynamics. It argues that the tendency for leader positivity to become excessive is a recurrent but under-researched medium through which power and identity can be enacted in leadership dynamics. Drawing on the metaphor of ‘Prozac’, it suggests that leaders’ excessive positivity is often characterized by a reluctance to consider alternative voices, which can leave organizations and societies ill-prepared to deal with unexpected events. Prozac leadership encourages leaders to believe their own narratives that everything is going well and discourages followers from raising problems or admitting mistakes. The article also argues that followers (broadly defined) are often quick to identify leaders’ excessive positivity and are likely to respond through various forms of resistance. It concludes by considering the extent to which excessive positivity also characterizes leadership studies, and raises additional questions for further critical analyses of Prozac leadership.

AB - This article critically examines excessive positivity in leadership dynamics. It argues that the tendency for leader positivity to become excessive is a recurrent but under-researched medium through which power and identity can be enacted in leadership dynamics. Drawing on the metaphor of ‘Prozac’, it suggests that leaders’ excessive positivity is often characterized by a reluctance to consider alternative voices, which can leave organizations and societies ill-prepared to deal with unexpected events. Prozac leadership encourages leaders to believe their own narratives that everything is going well and discourages followers from raising problems or admitting mistakes. The article also argues that followers (broadly defined) are often quick to identify leaders’ excessive positivity and are likely to respond through various forms of resistance. It concludes by considering the extent to which excessive positivity also characterizes leadership studies, and raises additional questions for further critical analyses of Prozac leadership.

KW - excessive positivity

KW - Prozac leadership

KW - critical leadership studies

KW - power

KW - identity

KW - resistance

U2 - 10.1177/1742715011434738

DO - 10.1177/1742715011434738

M3 - Journal article

VL - 8

SP - 87

EP - 107

JO - Leadership

JF - Leadership

SN - 1742-7150

IS - 2

ER -

Research

Electronic data

Links

Text available via DOI:

Keywords