Positive Psychology

Positive Psychology

Point/
Counterpoint
The ‘‘point’’ of positive organizational
behavior
FRED LUTHANS1* AND BRUCE J. AVOLIO2
1
Department of Management, University of Nebraska, Lincoln, Nebraska, U.S.A.
2
Foster Business School, University of Washington, Washington, U.S.A.
Summary Perhaps the most important ‘‘Point’’ we would like to make in this ‘‘Point-Counterpoint’’ on
positive organizational behavior is the role that research must play in this evolving area of
study. We follow this point on the importance of research by drawing from recent findings that
indicate in discussions such as this point and counterpoint, that taking a positive approach
leads to more in-depth inquiry, whereas a negative perspective leads to advocacy and in our
view less learning potential. Thus, the positive perspective we take in this ‘‘Point’’ piece is to
identify and make a deep inquiry into the major issues and questions surrounding positive
organizational behavior (POB). We consciously try to avoid taking an advocacy position.
Specifically, after first setting the stage with the background and status of POB, we draw from
the lessons that can be learned from positive psychology and then make an inquiry into ‘‘Why
POB?’’ and exactly ‘‘What is POB?’’ The article concludes with further inquiry into the role
the negative does and can play, and finally how POB relates to our recent work in authentic
leadership development. Copyright # 2009 John Wiley & Sons, Ltd.
Introduction
There are interesting points of demarcation in all scientific fields of inquiry where looking back
indicates a transformative change has actually occurred. Such major changes include the conceptual
models guiding research, the methods used, and even the statistics used in analysis that become the
norm rather than the exception. Invariably, these points of demarcation are characterized by the
question: What is different, and if...