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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

Article publication date: 1 February 2003

5541

Abstract

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.

Keywords

Citation

Peterson, S.J. and Luthans, F. (2003), "The positive impact and development of hopeful leaders", Leadership & Organization Development Journal, Vol. 24 No. 1, pp. 26-31. https://doi.org/10.1108/01437730310457302

Publisher

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MCB UP Ltd

Copyright © 2003, MCB UP Limited

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