NOTES

Chapter 1 Why Practice Positive Leadership?

1. T. Harada, “Applying Positive Organizational Scholarship in Hayes Lemmertz,” video case study, 2012, Center for Positive Organizational Scholarship, University of Michigan.

2. K. S. Cameron and E. Plews, “Positive Leadership in Action: Applications of POS by Jim Mallozzi,” Organizational Dynamics 41 (2012): 99–105.

3. For a good summary of this research, see K. S. Cameron and G. M. Spreitzer, The Oxford Handbook of Positive Organizational Scholarship (New York: Oxford University Press, 2012).

4. For an example, see K. S. Cameron and E. Plews, “Positive Leadership in Action: Applications of POS by Jim Mallozzi,” Organizational Dynamics 41 (2012): 99–105.

5. For a discussion of the heliotropic effect as applied in organizations, see K. S. Cameron, “Paradox in Positive Organizational Change,” Journal of Applied Behavioral Science 44 (2008): 7–24.

6. Ibid. See also M. Matlin and D. Stang, The Pollyanna Principle (Cambridge, MA: Schenkman, 1978).

7. Several excellent examples of this research are B. L. Fredrickson, Positivity (New York: Crown, 2009); B. K. Holzel, J. Carmody, M. Vangel, C. Congeton, S. M. Yerrametti, T. Gard, and S. W. Lazar, “Mindfulness Practice Leads to Increases in Regional Brain Gray Matter Density,” Psychiatry Research: Neuroimaging 191 (2010): 36–43; Matlin and Stang, The Pollyanna Principle; R. McCraty and D. Childre, “The Grateful Heart,” in R. A. Emmons and M. E. McCullough, eds., The Psychology of Gratitude, 230–55 (New York: Oxford University Press, 2004).

8. S. D. Pressman and S. Cohen, “Positive Emotion Words and Longevity in Famous Deceased Psychologists,” Health Psychology 31 (2012): 297–305.

9. T. Kraft and S. D. Pressman, “Relationships Between Emotional Word Use in Love Songs and Singer Longevity.” Presentation at the International Positive Psychology Association, 2012, Philadelphia, PA.

10. D. A. Snowden, Aging with Grace: What the Nun Study Teaches Us About Leading Longer, Healthier, and More Meaningful Lives (New York: Bantam, 2001).

11. R. F. Baumeister, E. Bratslavsky, C. Finkenauer, and K. D. Vohs, “Bad Is Stronger than Good,” Review of General Psychology 5 (2001): 323–70.

12. Ibid., 323.

13. Studies of the effect of positive leadership practices on organizational performance include K. S. Cameron, D. A. Bright, and A. Caza, “Exploring the Relationships Between Organizational Virtuousness and Performance,” American Behavioral Scientist 47 (2004): 766–90; K. S. Cameron, C. Mora, T. Leutscher, and M. Calarco, “Effects of Positive Practices on Organizational Effectiveness,” Journal of Applied Behavioral Science 47 (2011): 266–308; and J. H. Gittell, K S. Cameron, S. Lim, and V. Rivas, “Relationships, Layoffs, and Organizational Resilience,” Journal of Applied Behavioral Science 42 (2006): 300–328.

14. Gittell et al., “Relationships, Layoffs, and Organizational Resilience,” 318.

15. Ibid., 320–28.

16. Cameron et al., “Effects of Positive Practices on Organizational Effectiveness.”

Chapter 2 How to Create a Culture of Abundance

The material in this chapter is drawn in part from K. S. Cameron, “Leading Positive Change,” in D. A. Whetten and K. S. Cameron, Developing Management Skills, 8th ed. (Upper Saddle River, NJ: Prentice Hall, 2011).

1. For a discussion of the importance of organizational culture and a process for managing and changing organizational culture, see K. S. Cameron and R. E. Quinn, Diagnosing and Changing Organizational Culture (San Francisco: Jossey-Bass, 2011).

2. See, for example, A. Edmans, “The Link Between Job Satisfaction and Firm Value, with Implications for Corporate Social Responsibility,” Academy of Management Perspectives 26 (2012): 1–9; K. S. Cameron, C. Mora, T. Leutscher, and M. Calarco, “Effects of Positive Practices on Organizational Effectiveness,” Journal of Applied Behavioral Science 47 (2011): 266–308; K. S. Cameron and E. Plews, “Positive Leadership in Action: Applications of POS by Jim Mallozzi,” Organizational Dynamics 41 (2012): 99–105.

3. T. Gold, Open Your Mind, Open Your Life (Springfield, IL: Andrews McMeel, 2002).

4. K. S. Cameron and R. E. Quinn, Diagnosing and Changing Organizational Culture (San Francisco: Jossey-Bass, 2011).

5. For a sampling of those studies, see K. S. Cameron, Positive Leadership, rev. ed. (San Francisco: Berrett-Koehler, 2012); and B. Owens, W. Baker, and K. S. Cameron, “Relational Energy at Work: Establishing Construct, Nomological, and Predictive Validity,” working paper, Center for Positive Organizational Scholarship, 2013, University of Michigan.

6. W. G. Bennis and B. Nanus, Leaders: The Strategies for Taking Charge (New York: Harper and Row, 1984).

7. K. Lewin, Field Theory in Social Science (New York: Harper and Row, 1951).

8. W. G. Bennis, K. D. Benne, and R. Chin, The Planning of Change (New York: Holt, Rinehart, and Winston, 1969).

9. L. Kohlberg, The Philosophy of Moral Development (New York: Harper and Row, 1981).

10. M. Davis, “That’s Interesting!” Philosophy of the Social Sciences 1 (1971): 309–44.

11. From the Apple annual reports in the late 1980s.

12. For an excellent discussion of the practical value of small wins from the person who introduced this concept, see K. E. Weick, “Small Wins: Redefining the Scale of Social Problems,” American Psychologist 39 (1981): 40–49; and K. E. Weick, “Small Wins in Organizational Life,” Dividend (Winter 1993): 20–24.

13. G. R. Salancik, “Commitment and Control of Organizational Behavior and Belief,” in B. M. Staw and G. R. Salancik, eds., New Directions in Organizational Behavior (Chicago: St. Clair Press, 1977).

14. For references to several studies see W. Baker, Achieving Success Through Social Capital (San Francisco: Jossey-Bass, 2001); and R. B. Cialdini, Influence: Science and Practice, 4th ed. (Boston: Allyn and Bacon, 2001).

15. K. Lewin, Field Theory in Social Science (New York: Harper and Row, 1951).

16. For a good discussion of the power of stories in culture change, see J. Martin, Cultures in Organizations (New York: Oxford University Press, 1992); and J. Martin, M. Feldman, M. J. Hatch, and S. Sitkin, “The Uniqueness Paradox in Organizational Stories,” Administrative Science Quarterly 28 (1983): 438–52.

17. For evidence, see J. H. Gittell, K. S. Cameron, S. Lim, and V. Rivas, “Relationships, Layoffs, and Organizational Resilience,” Journal of Applied Behavioral Science 42 (2006): 300–28; and B. B. Caza and L. P. Milton, “Resilience at Work: Building Capability in the Face of Adversity,” in K. S. Cameron and G. M. Spreitzer, eds., Oxford Handbook of Positive Organizational Scholarship, 895–908 (New York: Oxford University Press, 2012).

18. For additional models and approaches to culture change, see Cameron and Quinn, Diagnosing and Changing Organizational Culture.

Chapter 3 How to Develop Positive Energy Networks

1. For example, see studies summarized in W. Baker, R. Cross, and L. Wooten, “Positive Organizational Network Analysis and Energizing Relationships,” in K. S. Cameron, J. E. Dutton, and R. E. Quinn, eds., Positive Organizational Scholarship: Foundations of a New Discipline, 328–42 (San Francisco: Berrett-Koehler, 2003); and G. M. Spreitzer, C. F. Lam, and R. W. Quinn, “Human Energy in Organizations,” in K. S. Cameron and G. M. Spreitzer, eds., Oxford Handbook of Positive Organizational Scholarship, 155–67 (New York: Oxford University Press, 2012).

2. C. G. Brown, The Energy of Life: The Science of What Makes Our Minds and Bodies Work (New York: Free Press, 1999).

3. C. P. Alderfer, Existence, Relatedness, and Growth: Human Needs in Organizational Settings (New York: Free Press, 1972).

4. C. D. McClelland, Human Motivation (New York: Cambridge University Press, 1988).

5. E. A. Locke and G. P. Latham, “Building a Practically Useful Theory of Goal Setting and Task Motivation: A 35-Year Odyssey,” American Psychologist 57, no. 9 (2002): 705–17.

6. V. Vroom, Work and Motivation (New York: Wiley, 1964).

7. L. Festinger, “A Theory of Social Comparison Processes,” Human Relations 7, no. 2 (1954): 117–40.

8. D. S. DeRue and S. J. Ashford, “Who Will Lead and Who Will Follow? A Social Process of Leadership Identity Construction in Organizations,” Academy of Management Review 35 (2010): 627–47.

9. W. Baker, R. Cross, and L. Wooten, “Positive Organizational Network Analysis and Energizing Relationships,” in K. S. Cameron, J. E. Dutton, and R. E. Quinn, eds., Positive Organizational Scholarship: Foundations of a New Discipline, 328–42 (San Francisco: Berrett-Koehler, 2003).

10. B. Owens, W. Baker, and K. S. Cameron, “Relational Energy at Work: Establishing Construct, Nomological, and Predictive Validity,” working paper, Center for Positive Organizational Scholarship, 2013, University of Michigan.

11. Ibid.

12. M. S. Cole, H. Bruch, and B. Vogel, “Energy at Work: A Measurement Validation and Linkage to Unit Effectiveness,” Journal of Organizational Behavior 33 (2011): 445–67.

13. For example, see W. Baker, Achieving Success Through Social Capital (San Francisco: Jossey-Bass, 2001).

14. G. M. Spreitzer, C. F. Lam, and R. W. Quinn, “Human Energy in Organizations,” in K. S. Cameron and G. M. Spreitzer, eds., Oxford Handbook of Positive Organizational Scholarship, 155–67 (New York: Oxford University Press, 2012).

15. See B. L. Fredrickson, M. A. Cohn, K. A. Coffey, J. Pek, and S. M. Finkel, “Open Hearts Build Lives: Positive Emotions, Induced Through Loving Kindness Meditation, Build Consequential Personal Resources,” Journal of Personality and Social Psychology 95 (2008): 1045–62, and B. E. Kok, K. A. Coffey, M. A. Cohn, L. I. Catalino, T. Vacharkulksemsuk, S. B. Algoe, M. Brantley, and B. L. Fredrickson, “How Positive Emotions Build Physical Health: Perceived Positive Social Connections Account for Upward Spirals Between Positive Emotions and Vagal Tone,” working paper, University of North Carolina, 2012, Chapel Hill.

16. B. L. Fredrickson, Love 2.0 (New York: Hudson Street Press, 2013).

17. B. K. Holzel, J. Carmody, M. Vangel, C. Congeton, S. M. Yerrametti, T. Gard, and S. W. Lazar, “Mindfulness Practice Leads to Increases in Regional Brain Gray Matter Density.” Psychiatry Research: Neuroimaging 191 (2010): 36–43.

18. See ibid. and S. W. Lazar, C. E. Kerr, R. H. Wasserman, J. R. Gray, D. N. Greve, M. T. Treadway, M. McGarvey, B. T. Quinn, J. A. Dusek, H. Benson, S. L. Rauch, C. I. Moore, and B. Fischl, “Meditation Experience Is Associated with Increased Cortical Thickness,” Neuro Report 16 (2005): 1893–97.

19. Kok et al., “How Positive Emotions Build Physical Health”; Fredrickson et al., “Open Hearts Build Lives.”

20. C. A. Hutcherson, E. M. Seppala, and J. J. Gross, “Loving-Kindness Meditation Increases Social Connectedness,” Emotion 8 (2008): 720–24.

21. L. E. Sandelands, “The Play of Change,” Journal of Organizational Change Management 23 (2010): 71–86.

22. C. A. Coonradt, The Game of Work (Layton, UT: Gibbs Smith, 2007), 2.

23. Ibid.

24. W. Baker, R. Cross, and L. Wooten, “Positive Organizational Network Analysis and Energizing Relationships,” in K. S. Cameron, J. E. Dutton, and R. E. Quinn, eds., Positive Organizational Scholarship: Foundations of a New Discipline, 328–42 (San Francisco: Berrett-Koehler, 2003).

Chapter 4 How to Deliver Negative Feedback Positively

This material relies partially on Kim Cameron, “Building Relationships by Communicating Supportively,” in D. A. Whetten and K. S. Cameron, Developing Management Skills, 8th ed. (Upper Saddle River, NJ: Prentice Hall).

1. For an excellent source, see J. E. Dutton and B. R. Ragins, Exploring Positive Relationships at Work: Building a Theoretical and Research Foundation (Mahwah, NJ: Lawrence Erlbaum, 2007).

2. For a review of this literature, see E. D. Heaphy and J. E. Dutton, “Positive Social Interactions and the Human Body at Work: Linking Organizations and Physiology,” Academy of Management Review 33 (2008): 137–63.

3. Also see J. E. Dutton, Energizing your Workplace: Building and Sustaining High Quality Relationships at Work (San Francisco: Jossey-Bass, 2003).

4. An excellent source of this work is J. H. Gittell, “A Theory of Relational Coordination,” in K. S. Cameron, J. E. Dutton, and R. E. Quinn, eds., Positive Organizational Scholarship (San Francisco: Berrett-Koehler, 2003); see also J. H. Gittell, K. S. Cameron, S. Lim, and V. Rivas, “Relationships, Layoffs, and Organizational Resilience,” Journal of Applied Behavioral Science 42 (2006): 300–28.

5. M. Losada and E. Heaphy, “The Role of Positivity and Connectivity in the Performance of Business Teams,” American Behavioral Scientist 47 (2004): 740–65.

6. For additional research, see J. M. Gottman, What Predicts Divorce: The Relationship Between Marital Processes and Marital Outcomes (Hillsdale, NJ: Lawrence Erlbaum, 1994); and B. L. Fredrickson, Positivity (New York: Crown, 2009).

7. C. W. Rogers, On Becoming a Person (Boston: Houghton Mifflin, 1961).

8. J. R. Gibb, “Defensive Communication,” Journal of Communication 11 (1961): 141–48.

9. Losada and Heaphy, “The Role of Positivity and Connectivity.”

10. For excellent research on negotiations, see M. H. Bazerman, Negotiating Rationally (New York: Free Press, 1994); and R. Fisher, W. L. Ury, and B. Patton, Getting to Yes: Negotiating Agreement Without Giving In (London: Penguin, 2011).

Chapter 5 How to Establish and Achieve Everest Goals

1. For an example of Everest goal achievement, see K. S. Cameron and M. Lavine, Making the Impossible Possible: Leading Extraordinary Performance—The Rocky Flats Story (San Francisco: Berrett-Koehler, 2006).

2. An extensive literature exists on goals and goal setting, and among the most interesting are A. Bandura and E. A. Locke, “Negative Self-Efficacy and Goal Effects Revisited,” Journal of Applied Psychology 88 (2003): 87–99; J. Crocker and A. Canevello, “Creating and Undermining Social Support in Communal Relationships: The Role of Compassionate and Self-Image Goals,” Journal of Personality and Social Psychology 95 (2008): 555–75; J. S. Lawrence and J. Crocker, “Academic Contingencies of Self-Worth Impair Positively-and Negatively-Stereotyped Students’ Performance in Performance-Goal Settings,” Journal of Research in Personality 43 (2009): 868–74; L. J. Rawsthorne and A. J. Elliot, “Achievement Goals and Intrinsic Motivation: A Meta-Analytic Review,” Personality and Social Psychological Review 3 (1999): 326–44; and R. M. Ryan and E. L. Deci, “Self-Determination Theory and the Facilitation of Intrinsic Motivation, Social Development, and Well-Being,” American Psychologist 55 (2000): 68–78.

3. For an excellent review of the literature on goal setting, see E. A. Locke and G. P. Latham, “New Directions in Goal-Setting Theory,” Current Directions in Psychological Science 15, no. 5 (2006): 265–68.

4. Ibid.

5. T. T. Mayne, “Negative Affect and Health: The Importance of Being Earnest,” Cognition and Emotion 13 (1999): 601–35.

6. Cameron and Lavine, Making the Impossible Possible.

7. Aristotle, Metaphysics XII, 3.

8. Ibid., 4.

9. For a discussion of inherent or intrinsic motivation, see E. L. Deci, R. Koestner, et al., “A Meta-Analytic Review of Experiments Examining the Effects of Extrinsic Rewards on Intrinsic Motivation,” Psychological Bulletin 125, no. 6 (1999): 627–68.

10. For seminal work on the notion of calling associated with work, see A. Wrzniewski, “Callings,” in K. S. Cameron and G. M. Spreitzer, eds., The Oxford Handbook of Positive Organizational Scholarship, 45–55 (New York: Oxford University Press, 2012).

11. For a discussion of these kinds of attributes, see R. M. Ryan and E. L. Deci, “On Happiness and Human Potentials: A Review of Research on Hedonic and Eudaemonic Well-Being,” Annual Review of Psychology 52 (2001): 141–66.

12. J. Crocker, M.-A. Olivier, and N. Nuer, “Self-Image Goals and Compassionate Goals: Costs and Benefits,” Self and Identity 8 (2009): 251–69.

13. E. L. Deci, Why We Do What We Do: Understanding Self-Motivation (New York: Penguin, 1996).

14. E. A. Locke and G. P. Latham, “Building a Practically Useful Theory of Goal Setting and Task Motivation: A 35-Year Odyssey,” American Psychologist 57, no. 9 (2002): 705–17.

15. For an in-depth summary of this project, see Cameron and Lavine, Making the Impossible Possible.

16. Terry Kosdrosky, “Building a Fortune with the Base of the Pyramid: A Q&A with Professors Stuart Hart and Ted London,” Dividend (Spring 2011): 12.

Chapter 6 How to Apply Positive Leadership in Organizations

1. For examples of these studies, see D. A. Bright, K. S. Cameron, and A. Caza, “The Amplifying and Buffering Effects of Virtuousness in Downsized Organizations,” Journal of Business Ethics 64 (2006): 249–69; K. S. Cameron, D. A. Bright, and A. Caza, “Exploring the Relationships Between Organizational Virtuousness and Performance,” American Behavioral Scientist 47 (2004): 766–90; K. S. Cameron and M. Lavine, Making the Impossible Possible: Leading Extraordinary Performance—The Rocky Flats Story (San Francisco: Berrett-Koehler, 2006); K. S. Cameron, C. Mora, T. Leutscher, and M. Calarco, “Effects of Positive Practices on Organizational Effectiveness,” Journal of Applied Behavioral Science 47 (2011): 266–308; and J. H. Gittell, K. S. Cameron, S. Lim, and V. Rivas, “Relationships, Layoffs, and Organizational Resilience,” Journal of Applied Behavioral Science 42 (2006): 300–28.

2. K. S. Cameron and E. Plews, “Positive Leadership in Action: Applications of POS by Jim Mallozzi,” Organizational Dynamics 41 (2012): 99.

3. Ibid., 100.

4. Ibid., 102.

5. For in-depth discussions of the Competing Values Framework, its development, and research findings, see K. S. Cameron, R. E. Quinn, J. DeGraff, and A. Thakor, Competing Values Leadership: Creating Value in Organizations (Northampton, MA: Edward Elgar, 2006), and also R. E. Quinn and J. Rohrbaugh, “A Special Model of Effectiveness Criteria: Towards a Competing Values Approach to Organizational Analysis,” Management Science 29 (1981): 363–77.

6. For examples of a variety of applications of models parallel to the Competing Values Framework, see K. S. Cameron and E. Ettington, “The Conceptual Foundations of Organizational Culture,” in J. Smart, ed., Higher Education: Handbook of Theory and Research (New York: Agathon, 1988); P. R. Lawrence and N. Nohria, Driven: How Human Nature Shapes Our Choices (San Francisco: Jossey-Bass, 2002); I. I. Mitroff, Stakeholders of the Organizational Mind (San Francisco: Jossey-Bass, 1983); and K. Wilber, A Theory of Everything: An Integral Vision of Business, Politics, Science, and Spirituality (Boston: Shambhala Books, 2001).

7. For criticisms of positive leadership and the focus on positivity in organizations, see S. Fineman, “On Being Positive: Concerns and Counterpoints,” Academy of Management Review 31, no. 2 (2006): 270–91; J. M. George, “Book Review of Positive Organizational Scholarship: Foundations of a New Discipline,” Administrative Science Quarterly 49 (2004): 325–30; and B. Ehrenreich, Bright-Sided: How Positive Thinking Is Undermining America (New York: Henry Holt, 2009).

8. Cameron and Plews, “Positive Leadership in Action,” 103.

9. This work is best described by the founder of this index in C. Fornell, R. T. Rust, and M. G. Dekimpe, “The Effect of Customer Satisfaction on Consumer Spending Growth,” Journal of Marketing Research 47 (2010): 28–35.

10. C. Fornell, S. Mithas, F. V. Morgeson III, and M. S. Krishnan, “Customer Satisfaction and Stock Prices: High Returns, Low Risk,” Journal of Marketing 70, no. 1 (2006): 3–14.

11. Examples from this literature include F. Reichheld, The Loyalty Effect (Boston: Harvard Business School Press, 1996); and K. Storbacka, T. Strandvik, and C. Gronroos, “Managing Customer Relationships for Profit,” International Journal of Service Industry Management 5 (1994): 21–28.

12. N. Kano, N. Seraku, F. Takahashi, and S. Tsuji, “Attractive Quality and Must-Be Quality” (in Japanese), Journal of the Japanese Society for Quality Control 14, no. 2 (1984): 39–48.

13. J. L. Stasser, W. E. Heskett, and L. A. Schlesinger, The Service Profit Chain (New York: Free Press, 1997).

14. K. S. Cameron, “Empowering and Delegating,” in D. A. Whetten and K. S. Cameron, Developing Management Skills, 8th ed. (Upper Saddle River, NJ: Prentice Hall, 2011).

15. See, for example, D. B. Greenberger and S. Stasser, “The Role of Situational and Dispositional Factors in the Enhancement of Personal Control in Organizations,” Research in Organizational Behavior 13 (1991): 111–45; and G. M. Spreitzer, “When Organizations Dare: The Dynamics of Individual Empowerment in the Workplace,” Ph.D. dissertation, 1992, University of Michigan.

16. J. A. Conger and R. N. Kanungo, “The Empowerment Process,” Academy of Management Review 13 (1988): 471–82; R. E. Quinn and G. M. Spreitzer, “The Road to Empowerment: Seven Questions Every Leader Should Consider,” Organizational Dynamics 25 (1997): 37–49.

17. Spreitzer, “When Organizations Dare”; A. K. Mishra, “Organizational Response to Crisis: The Role of Mutual Trust and Top Management Teams,” Ph.D. dissertation, 1992, University of Michigan.

18. For an excellent discussion of self-efficacy, personal mastery experiences, and social learning theory, see A. Bandura, Social Foundations of Thought and Action: A Social Cognitive Theory (Englewood Cliffs, NJ: Prentice Hall, 1986).

19. Excellent discussions of generalized reciprocity and its applicability to organizations are W. Baker, “A Dual Model of Reciprocity in Organizations,” in K. S. Cameron and G. M. Spreitzer, eds., The Oxford Handbook of Positive Organizational Scholarship (New York: Oxford University Press, 2012), and W. Baker, “Making Pipes, Using Pipes: How Tie Initiation, Reciprocity, and Positive Emotions Create New Organizational Social Capital,” in S. P. Borgatti, D. J. Brass, D. S. Halgin, G. Labianca, and A. Mehra, eds., Research in the Sociology of Organizations, Volume on Contemporary Perspectives on Organizational Social Network Analysis (forthcoming).

20. Reciprocity networks are also called Reciprocity Rings. See www.humaxnetworks.com.

21. Baker, “Making Pipes, Using Pipes.”

22. Baker, “A Dual Model of Reciprocity in Organizations.”

23. For studies of organizational downsizing, see K. S. Cameron, “Strategies for Successful Organizational Downsizing,” Human Resource Management Journal 33 (1994): 89–112; K. S. Cameron, “Strategic Organizational Downsizing: An Extreme Case,” Research in Organizational Behavior 20 (1998): 185–229; K. S. Cameron, S. J. Freeman, and A. K. Mishra, “Best Practices in White-Collar Downsizing: Managing Contradictions,” Academy of Management Executives 5 (1991): 57–73; and C. L. Cooper, A. Pandey, and J. C. Quick, Downsizing: Is Less Still More? (Cambridge: Cambridge University Press, 2012).

24. Cameron, “Strategic Organizational Downsizing: An Extreme Case.”

25. Cameron et al., “Best Practices in White-Collar Downsizing.”

Chapter 7 A Brief Summary of Positive Leadership Practices

1. R. F. Baumeister, E. Bratslavsky, C. Finkenauer, and K. D. Vohs, “Bad Is Stronger Than Good,” Review of General Psychology 5 (2001): 323–70.

2. K. S. Cameron and R. E. Quinn, Diagnosing and Changing Organizational Culture (San Francisco: Jossey-Bass, 2011).

3. K. S. Cameron, R. E. Quinn, J. DeGraff, and A. Thakor, Competing Values Leadership: Creating Value in Organizations (Northampton, MA: Edward Elgar, 2006).