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And now for something completely different: Reframing social processes of leadership theory using positive organisational behaviour

Published online by Cambridge University Press:  09 May 2019

Michael Muchiri Open the ORCID record for Michael Muchiri [Opens in a new window] ,
Sehrish Shahid  and
Oluremi Ayoko Open the ORCID record for Oluremi Ayoko [Opens in a new window]
Michael Muchiri*
Affiliation:
RMIT University Ringgold Standard Institution – Management, 445 Swanston Street, Melbourne, Victoria 3000, Australia
Sehrish Shahid
Affiliation:
RMIT University Ringgold Standard Institution – Management, Melbourne, Victoria, Australia
Oluremi Ayoko
Affiliation:
University of Queensland Business School – UQ Business School, Blair Drive St Lucia Campus Brisbane, Brisbane, Queensland 4072, Australia
*
*Corresponding author. Email: michael.muchiri@rmit.edu.au
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Abstract

Prof. Ken Parry's (1998) conceptualisation of leadership as a social process provoked a shift in the understanding of the processes of influence in the context of achieving adaptation and change in response to changes in an organisation's environment. Reflecting on the state of leadership literature in recent years, we answer Ken's (2013) challenge to broaden our understanding of the positive outcomes achieved by social processes of leadership. Building on Ken's work, we propose a research framework that makes a linkage between the social processes of leadership, positive organisational behaviour, and specifically psychological capital.

Keywords

leadershippositive organisational behaviourleadership developmentorganisational performance
Type
Research Article
Information
Journal of Management & Organization , Volume 25 , Special Issue 3: ‘Take your Lead’: In Search of Very Short, Fairly Interesting, and Reasonably Impactful Contributions to the Future of Leadership Studies , May 2019 , pp. 370 - 373
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2019 

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