Appreciative Leadership Research Articles

Appreciative Leadership

This article is reprinted from the May 2005 issue of the Journal of the American Dietetic Association (2005;105(5):699-700).Editor’s Note: This article is a condensed excerpt from Dr Gervase R. Bushe’s book Clear Leadership: How Outstanding Leaders Make Themselves Understood, Cut Through the Mush, and Help Everyone Get Real at Work. Dr Bushe was also a speaker at ADA’s Leadership Institute in 2004 and 2005.In traditional organizations, many managers see themselves as problem-solvers. Authority to act on problems rests in the hands of the few, while the many are there to gather information, make suggestions, and execute the solutions arrived at by the few.

The pedagogic signature of special needs education

The goal of the following study is to identify a pedagogic signature, according to LS Shulman, for working with students who have special educational needs. Special educational needs are defined as significant limitations in personal development and learning which require particular educational measures beyond regular education. The development of a pedagogic signature should create an identity and provide guidance, particularly for teachers who are working in the context of inclusive schools with no prior knowledge or training in this regard. The study is carried out against the background of the structural uncertainty of the teaching profession and takes into consideration existing normative, theoretical and empirical approaches in education. Existing research regarding demands is largely theoretical, while empirical research is rudimentary. The present study used a multi-method approach to identify demands for working with students with special educational needs. Experts in the areas of learning disabilities and emotional/behavioural disorders completed an instrument from the field of industrial and organisational psychology, quantifying and weighting professional demands on teachers according to their importance. The results were added and validated through group discussions, creating a demand profile. By combining the results with the dimensions of a signature pedagogy, according to Shulman, it is apparent that surface structure and deep structure play a minor role in the perceptions of special needs teachers. The central importance of the implicit structure is characteristic of the pedagogic signature. This importance is represented by the target group’s emphasis on demands such as having an appreciative leadership or authenticity. An even greater emphasis is placed on the aspect of attitude – this is having a humanistic ethos. The demand profile and the resulting consequences for the practice of teaching will be considered with a view towards current problems and questions in research and practice, and particularly with regard to inclusion.

Appreciative Leadership and Employee Well-Being in Everyday Working Life

This study examines the relationship between appreciative behavior and employee well-being on a daily basis. The theoretical rationale of our approach is based in leadership concepts emphasizing the relational aspect of leadership, and, more generally, in a framework that emphasizes the central role of threats, or boosts, to self-esteem (i.e., the concept of “Stress-as-Offense-to-Self” [SOS]). Qualitative and quantitative data of 139 employees working in different occupations were assessed during five consecutive workdays. First, based on event-sampling of appreciative situations, the nature of appreciative situations from the perspective of the employees, as it manifests itself in daily episodes, was examined. Simple praise and gratitude were the most frequent types of appreciative behavior reported. Besides leaders, customers and co-workers were frequent sources of appreciation as well. Second, the intra-individual effects of daily experiences of appreciation on employee well-being at the end of work were analyzed. Multi-level random coefficient modeling showed that daily appreciation by all sources significantly predicted serenity (i.e., a low-arousal / high pleasure type of well-being) at the end of work. As serenity is likely to affect recovery, which, in turn, may affect health and performance, our findings show that for leaders, but not only for leaders, displaying elementary appreciative behavior is a simple but important tool for enhancing employee health and well-being.

Appreciative leadership: delivering sustainable difference through conversation and inquiry

Purpose – This paper reflects a two-year evaluation research study by Fiona MacNeill Associates (FMA), focused on an Appreciative Leadership Programme. The aim of this study was to explore the impact of designing a bespoke Appreciative Leadership Programme (commissioned by Lancashire Care NHS Foundation Trust), around a specific set of organisational values and the associated sustainability linked to the delivery using conversation and inquiry. Design/methodology/approach – The paper is a review of 497 delegates and their associated 423 line managers. The main evaluation methods were questionnaires, conversations, content analysis and thematic analysis. The research collects data pre, during, end and post-programme. Findings – The analysis of data collected indicates a statistically significant link between the programme design and delivery and the subsequent sustainability of the learning and levels of engagement within the organisation. Research limitations/implications – The research provided information on all key areas of inquiry and allowed improvements to be made for future programmes. In future study, a focused follow up with a larger sample of at least 30 per cent of the total population will provide greater validity and reliability of the impact of on-going positive attention. The evaluation of leadership learning sets also needs to be more focused. Practical implications – The findings can be used to inform the next iteration of the programme, by building on areas of strength and those identified for development. The data allows the organisation (LCFT) and the provider to co-create the next programme. The findings have also been presented to other NHS organisations and to an international training and development conference in Dallas. Originality/value – Appreciative Leadership is built on the foundation of Appreciative Inquiry (AI), whole systems thinking, and action research. The organisation is seen as a relationship to be explored and developed, teams as communities of purpose and practice, and individuals as thinkers and innovators. This approach favours interdependencies, conversation, novel and creative ideas, and engagement that fosters a true desire to co-create the future. The paper provides connections between concepts and theories used in the education of clinicians and cutting-edge leadership development thinking. The paper has value to leaders, and those who commission leadership development, healthcare professionals and training and development professionals.

Developing compassion through a relationship centred appreciative leadership programme

Recent attention in health care focuses on how to develop effective leaders for the future. Effective leadership is embodied in relationships and should be developed in and with staff and patients. This paper describes development, implementation and evaluation of an appreciative and relationship centred leadership programme carried out with 86 nursing staff covering 24 in-patient areas within one acute NHS Board in Scotland. The aim of the programme was to support staff to work together to develop a culture of inquiry that would enhance delivery of compassionate care. The 12 month Leadership Programme used the principles of appreciative relationship centred leadership. Within this framework participants were supported to explore relationships with self, patients and families, and with teams and the wider organisation using caring conversations. Participants worked within communities of practice and action learning sets. They were supported to use a range of structured tools to learn about the experience of others and to identify caring practices that worked well and then explore ways in which these could happen more of the time. A range of methods were used to evaluate impact of the programme including a culture questionnaire and semi structured interviews. Immersion crystallisation technique and descriptive statistics were used to analyse the data. Key themes included; enhanced self-awareness, better relationships, greater ability to reflect on practice, different conversations in the workplace that were more compassionate and respectful, and an ethos of continuing learning and improvement. The programme supported participants to think in different ways and to be reflective and engaged participants rather than passive actors in shaping the cultural climate in which compassionate relationship centred care can flourish. Multidisciplinary programmes where the process and outcomes are explicitly linked to organisational objectives need to be considered in future programmes.

Changing the Story: Appreciative Leadership by and for Differently Abled People in India

Changing the Story: Appreciative Leadership by and for Differently Abled People in India

Using Appreciative Inquiry To Promote Diversity In Higher Education

The topic of diversity and inclusion often evokes negative responses either spoken or unspoken. The importance of common language and promoting trust are necessary to begin dialogue. Appreciative Inquiry as a philosophy and approach began in the 1980’s and was formalized as an application in organizational change. The major principles of Appreciative Inquiry have informed the philosophy of Appreciative Leadership, the relational capacity to convert creative potential and to transform it into positive power. In addition to organizational change, the core values have been applied to social issues, team building, individual relationships, and global and international affairs. Appreciative Inquiry is a strength-based process through which people act in partnership to determine and co-create how to move an organization forward. As the importance of diversity and inclusion has become better recognized, social systems have become less homogeneous in fact and in our understanding of them. The principles and core values of Appreciative Inquiry can be applied to workshops on diversity. Rather than shame and blame, a workshop such as, Opening Doors: A Personal and Professional Journey, is based on recognition and appreciation of the many dimensions of diversity. The focus of these educational workshops is to provide tools for engagement and the deconstruction of the paradigms that have given rise to the various oppressions. The model is a collaborative relationship with allies and those who are empowered to be advocates for positive personal change and for the good of the whole. Thus the concept of fostering inclusion in diversity includes and not limited to position, religion, gender, ethnicity, age and other invisible identities. The goals are to create a welcoming, safe, and inclusive environment for all and to give voice to those who have been silenced. The program has been delivered to universities, human service agencies, government and community organizations in the United States and internationally. Results from a small sample of participants from a major university are presented. The data represent an overall view of the effectiveness and acceptance of the program as an alternative to the traditional workshops on diversity. Subsequent activities include sharing of resources and using discretionary power to interrupt oppressive behaviors and to give voice to the voiceless.

Engaging staff in the change process

In this article the author, a ward sister, reports on an awayday held for staff on an acute ward in a children's hospital. An appreciative leadership approach was adopted to boost morale, improve standards, and motivate staff to take ownership of transforming the ward environment.

Influence of Health and Work on Early Retirement

The influence of health and work on early retirement and incentives for longer working were determined. A systematic review was conducted of longitudinal studies on factors for nondisability early retirement. Besides, seven focus group interviews (n = 32) were conducted about reasons for planning retirement early and incentives to stay longer in work among workers with poor and excellent work ability. Eight longitudinal studies showed that important factors for early retirement were poor health, being single, high physical work demands, high work pressure, low job satisfaction, and lack of physical activity in leisure time. In addition, focus group participants reported shift work, social support, and appreciative leadership style also as factors. Poor health and poor work circumstances are important factors in decisions to retire early. Social support and appreciative leadership style may be buffers in this process.

Leading positive performance: A conversation about appreciative leadership

The practice of leadership is on the brink of a paradigm shift as it moves from authoritarian to collaborative, from talking at people to engaging in dialogue with them. The command-and-control leadership style learned decades ago no longer works. Appreciative leadership is what is needed for a new generation. Five practices, based on what people say they want from leaders, are described to help people at all levels develop their leadership capacities and get powerful results.

Appreciative Inquiry for Leading in Complex Systems: Supporting the Transformation of Academic Nursing Culture

Increasingly complex environments in which nurse educators must function create distinct challenges for leaders in nursing education. Complexity is found in the presence of knowledge-driven economies, advancements in technology, and the blurring of campus boundaries created by online learning versus traditional classroom education. A dual bureaucracy of faculty and administration coexists in nursing education. The transformation of bureaucratic culture is a strategic challenge for academic leaders who strive to move dichotomous groups toward a collective vision of a preferred future. This article advocates for the affirmative administrative process of appreciative inquiry for academic nursing leadership, in nudging the dual bureaucracy toward transformational change. The intent and characteristics of appreciative inquiry are discussed, appreciative leadership strategies and actions are explained, methods for leading cultural paradigm shift are outlined, and an exemplar of the actualization of appreciative inquiry is presented.

Appreciative Leadership

Partnerships are relationships and are only as effective as the communication between participants. Partnerships imply building something new by bringing together varying elements to achieve mutual goals. Appreciative inquiry initiates change through questions derived from valuing. Leaders who use inquiry to initiate business planning to create academic and practice partnerships move away from traditional industrial models in healthcare to focus on the symbiotic, interdependent, and complex need for partnerships between education and practice as evidenced in exemplars.

The Health Promotion of Aging Workers from the Perspective of Occupational Health Professionals

This study defines and describes, from the perspective of occupational health professionals, (a) the aging worker, (b) health promotion for aging workers, (3) employees' health-promoting activities, (4) workplace health promotion factors, (5) occupational health promotion activities, (6) co-partners supporting the health promotion, and (7) the impact of health promotion activities for older workers. A model is proposed, based on these issues. A cross-sectional, qualitative design was used to analyze e-mailed essays. Content analysis of the essays yielded themes that were validated by an independent research colleague. Ten group essays from 16 occupational health professionals who had participated in the Health Promotion Project of Aging Workers in Northern Karelia, Finland were received. An aging employee was defined as a mature worker. Health promotion was defined as early prevention of the influence of health hazards. Workers can improve their health through living habits, positive attitude, personal relationships, and education. Individual work arrangements, good work atmosphere, and appreciative leadership were essential factors for the health of workers. Occupational health professionals supported workers by health examinations, workplace visits, counseling, and organizing activities. The impacts of health promotion activities were better health, productivity, and work satisfaction.

Organizational Failure and Organizational Revitalization in the Relationship Between Government and Non Profit Organizations

The economic literature on NPOs stands on four theoretical “legs”: Weisbrod’s conception of their emergence in response to differentiated preferences for collective goods; Hansmann’s theory of trust-signaling through the non-profit form; the economics of altruism and commitment; and the theory of ideological entrepreneurship. Salamon sought to augment and reframe these models so that they could address “voluntary failures” and collaboration between government and NPOs. A theory of NPO leadership is developed to explain how the capacity of NPO leaders to sustain stakeholder commitments may be affected by government stakeholdership and why organizational revitalization through collaborative partnerships with government agencies may require a more appreciative leadership style.

Working atmosphere, work demands and work ability of the workforce in successful retail markets

Based on the Finnish Work Ability Concept, the following question was studied: What is the working atmosphere, what are the work demands and what is the work ability and health of the workforce in successful retail markets? The safety assessment of the workplace was followed by the use of the quantitative Work Ability Index (WAI) and a semi-structured tape-recorded interview to get more qualitative details about work demands, work organisation and work satisfaction of the employees. The text was transcribed and analysed. A “treasure” of good work ability and health was found. Its value was independent from branch, gender and age. Most employees enjoyed their work and three types of workers can be described with equal distribution. The leadership in the market had a definite understanding that people want to work autonomously and that they accept their responsibility for the success of the market. The teams we found performed a triangle of good appreciative leadership, individuality and ability to cooperate. The work organisation was based on the following principles: Decrease of physical work demand according to age, sufficient amount of workers when high amounts of stock arrive and fair distribution of the work load according to gender: e.g. men do the heavy work in the stockroom and have Saturday off.

Appreciative Leadership

In traditional organizations, many managers see themselves as problem-solvers. Authority to act on problems rests in the hands of the few, while the many are there to gather information, make suggestions, and execute the solutions arrived at by the few. When leaders try to solve operational problems they only have secondhand information—they are removed from the problems—so their solutions often don’t work. It takes time for leaders to even find out operational problems exist and things slip through the cracks. Frontline employees have little commitment to implementing solutions they don’t agree with. For these and many other reasons, modern organization design gives those closest to problems authority to solve problems. So if managers aren’t solving problems, what do they do?

Appreciative inquiry and leadership transitions

Appreciative inquiry and leadership transitions

Appreciative inquiry and leadership transitions.

In times of accelerated change accompanied by leadership transitions, appreciative inquiry (AI) and sensemaking skills are necessary. AI is a philosophy, a model of change, and a set of tools and techniques that support discovery, dreaming, design, and creation of a vision that inspires people in an organization to move toward a collective destiny. Sensemaking involves sizing up a situation to create a framework for decision-making, creating a context for communication, linking with others, and focusing on what is and what could be. Sensemaking can be facilitated by applying appreciative leadership techniques. In this article, the story of the University of Utah College of Nursing's and the faculty's experience with an AI process illustrates the application of the AI leadership strategy to navigating organizational change and a leadership transition.

Understanding Cultural Changes in an Economic Control Agency: The New Zealand Treasury

A “bureau-shaping model” is adapted to explain how the head of a control agency can shape its culture by agenda-setting, strategic recruitment and engaging staff in “expression games” through which their reputation depends on the impression they develop of competence and commitment to the core beliefs of the agency. The postwar shaping of a “culture of balanced evaluation” at the New Zealand Treasury (NZT) reflected the hegemony of a market failure paradigm. The NZT reinvented itself in the 1980s so that it would be aligned with a reformist advocacy coalition committed to impose and institutionalize a government failure paradigm. The accumulation of a number of threats to the NZT's authority appear to be prompting another reinvention as its current secretary seeks to bring it more into line with the appreciative leadership style of its centre-left government.

Review of Appreciative Management and Leadership: The Power of Positive Thought and Action in Organizations.

Review of Appreciative Management and Leadership: The Power of Positive Thought and Action in Organizations.