A Review of the Relationship Between Positive Leadership Styles and Psychological Ownership

Abstract

In volatile, uncertain, complex and ambiguous business environments a positive approach to organisations and specifically leadership is of utmost importance. Organisations where people take ownership of their tasks and responsibilities have a better chance of long term sustainability and growth. Viewing psychological ownership as a positive construct, this chapter briefly explores potential personal and organisational outcomes of psychological ownership with specific reference to the role of positive leadership on employees’ levels of psychological ownership that leads to these outcomes. This chapter commence with a brief conceptualisation of psychological ownership and positive leadership as constructs within the positive organisational behaviour field. In studying the development of psychological ownership, potential relationships with different forms of positive leadership (example authentic, transformative, ethical and empowering leadership) are suggested from literature. It is our opinion that based on a literature review there is a strong relationship between positive leadership and psychological ownership, specifically empowering, strengths based and transformational leadership. Recommendations for companies to develop and enable leaders to increase employees’ levels of ownership are discussed, while future research topics are indicated.