Appreciative Leadership: Bringing Out the Best of All Worlds!!!

Appreciative Leadership: Bringing Out the Best of All Worlds!!!

Tiny Tanushree Gohain (Dr. M. G. R. Education and Research Institute University, India)
Copyright: © 2020 |Pages: 12
DOI: 10.4018/978-1-5225-9675-2.ch011

Abstract

The 21st century world is connected through a complex web of different technologies where there are lots of complexities faced by various organizations worldwide. There are challenges in terms of employee attrition, uncertain future, and complex and dynamic policies and procedures. We are also constantly bombarded with cutthroat competition and huge challenges in terms of social, economic, political, and environmental factors. We also see workplace diversity, which has become an area of organizational culture. These varied challenges require another revolution in the domain of management and organization at large wherein newer leadership practices would be called forth. This chapter introduces appreciative leadership as the new and the most powerful approach of leadership that addresses all possible challenges of the new world.
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Background Of Appreciative Inquiry – The Historical Roots

Let us understand more about Appreciative Inquiry by looking into the historical roots of how and why Appreciative Inquiry came into existence. When we look scientific management school of thought that was prominent in the latter part of 19th century, its main objective was about improving the efficiency of workflows by looking at the issues analytically and eliminating waste. This school of thought wasn’t popular for about a century. Several critics such as Cooperrider and Srivastava (1987) considered this school of thought as “deficit centred” thinking and Appreciative Inquiry proponents also point that this deficit centred thinking used to be heavily embedded in the organizational practices.

Developing organizations following scientific management principles used to identify, establish and solve things that weren’t working fine. An Appreciative Inquiry expert, Bushe (2013a) has briefed this as “inquiry into deficit experiences”

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