Experimentally Analyzing the Impact of Leader Positivity on Follower Positivity and Performance

Authors

James Avey, Central Washington UniversityFollow
Bruce J. Avolio, University of WashingtonFollow
Fred Luthans, University of Nebraska–LincolnFollow

Date of this Version

2011

Citation

Published in The Leadership Quarterly 22 (2011), pp. 282–294; doi: 10.1016/j.leaqua.2011.02.004

Comments

Copyright © 2011 Avey, Avolio, & Luthans. Published by Elsevier Inc. Used by permission.

Abstract

This field experimental study examined the role that positive leadership plays in producing effective leader and follower outcomes. Specifically, a sample of engineers (N = 106) from a very large aerospace firm were randomly assigned to four experimental conditions. Two conditions involved assigning these engineers to a low and high problem complexity condition. The other two conditions represented high versus low conveyed leader positivity. The results indicated a positive relationship between the leaders’ positivity and the followers’ positivity and performance, as well as a negative relationship between problem complexity and follower positivity. The study limitations, needed future research, and practical implications of these findings conclude the article.