Positive leadership: animating purpose, presence, passion and play for flourishing in schools

Abstract

PurposeThe purpose of this multiyear research study is to examine leadership in K-12 schools using a positive organizational perspective to understand how to foster, support and encourage flourishing in schools. In this article, the authors describe the lived experiences of a small group of principals and vice-principals in K-12 schools describing how they have experienced flourishing in their work.Design/methodology/approachThe research was carried out using a qualitative, phenomenological approach to examine the lived, concrete and situated experiences of a small sample of school administrators (N = 9) in two school districts in the province of British Columbia, Canada. Data were collected through individual interviews that were designed to be appreciative in nature. These lasted between 60 and 90 min, were recorded and transcribed. The interview data were deductively and inductively analyzed and arranged into themes that demonstrate the key components of positive leadership for flourishing in schools, derived from these participants' experiences.FindingsBuilding on and extending their findings that school administrators feel a sense of flourishing when they focus on their work from the values of purpose, passion and play, the authors found that a fourth value, presence, was important for these participants to experience well-being at work. Principals’ sense of well-being was strongly related to the notion of balance in their work and life, which helped them address potential stress and ill-being. Findings suggest that a strengths-based, positive approach to school leadership offers an alternative perspective for supporting and encouraging well-being at work.Research limitations/implicationsLimitations of this research include the small sample size and the appreciative focus with which the data were collected that meant that participants were providing their experiences from a positive perspective. This article offers a complementary perspective for researching well-being in schools, from a positive, strengths-based approach to examining the work of administrators.Practical implicationsThe authors offer insights into the work of school leaders from an appreciative, strengths-based perspective on understandings and practices that may be useful to principals and vice-principals who wish to enhance their workplace well-being. The authors suggest that administrators can learn to craft their work in ways that highlight existing well-being conditions toward amplifying and sustaining well-being. Working from four animating values for flourishing seemed to promote well-being for this small sample of administrators within the existing challenges and complexities of their work.Originality/valueThis article offers examples of lived experiences of principal and vice-principal well-being that highlight what happens when school leaders attend to their work from a positive, appreciative, strength-based perspective. This research perspective is an additional source of knowledge about well-being in schools complementing the existing research on well-being from a stress management and reduction perspective.

Exploring how educational leaders in England experience and promote their own well-being

“…Attwood et al, 2020; Dodge et al, 2012). For example, a recent qualitative study carried out in Canada concluded that educational leaders’ well-being ‘was strongly related to the notion of balance in their work and life, which helped them address potential stress and ill-being’ (Cherkowski et al, 2020: 1). This suggests that, although educational practice varies by country, the well-being experiences of those leading the sector may share similar qualities.…”

Building and evolving a culture of excellence: a conceptual exploration

“…In this example and in other organizations that possess cultures of excellence, the importance of positive leadership cannot be overstated. Positive leadership is characterized by instilling pride, purpose and a common set of values within followers (Cherkowski et al , 2020). In doing so, these leaders can develop organizations that are likely to be more effective and sustainable in the long run, which, of course, is a goal of cultures of excellence (Cameron et al , 2017).…”

Leadership presence: A concept analysis

“…Presence varies according to one's personal history, beliefs, and experiences. In addition, presence represents more than just being visible; it also means being approachable, available to access the organization's status, and responsive to any issues 10 . Thus, presence may be what is needed to drive change in organizations and broader society 11 …”