The positive impact and development of hopeful leaders

Suzanne J. Peterson (Department of Management, Miami University, Oxford, USA)
Fred Luthans (Department of Management, University of Nebraska, Lincoln, USA)

Leadership & Organization Development Journal

ISSN: 0143-7739

Publication date: 1 February 2003


Although hope is commonly used in terms of wishful thinking, as a positive psychological concept consisting of the dimensions of both willpower (agency) and waypower (pathways), it has been found to be positively related to academic, athletic and health outcomes. The impact of hopeful leaders, however, has not been empirically analyzed. This exploratory study (N = 59) found that high‐ as compared to low‐hope leaders had more profitable work units and had better satisfaction and retention rates among their subordinates. The implications of these preliminary findings of the positive impact that hopeful leaders may have in the workplace are discussed.



Peterson, S. and Luthans, F. (2003), "The positive impact and development of hopeful leaders", Leadership & Organization Development Journal, Vol. 24 No. 1, pp. 26-31.

Download as .RIS




Copyright © 2003, MCB UP Limited

Please note you might not have access to this content

You may be able to access this content by login via Shibboleth, Open Athens or with your Emerald account.
If you would like to contact us about accessing this content, click the button and fill out the form.
To rent this content from Deepdyve, please click the button.