This article investigates the meaning of doing good and doing well in positive business. It examines the relationship between the two expressions and discusses their relevance, shedding new light on the significance of ‘positive’ in positive business and positive organizational scholarship. Thus, this article illuminates the ultimate end of positive states and practices. ‘Positive’ primarily represents values and assumptions. These lead to the creation of beneficial situations and marked improvements, which put individuals and organizations on an upward trajectory toward achieving (...) excellent functioning, assuring profitability in addition to sustainability and social well-being. Doing well, with reference to economic performance and profits, is partly constitutive of doing good. This presents a new approach regarding the role of economic outcomes in positive business and POS. It means that financial criteria do not have priority. Profits are considered vital and necessary, but the final ‘raison d'être’ of positive states and practices is the overall well-being of the stakeholders. (shrink)

In the leadership literature of the past 100 years or so, rhetoric has been a topic for a long time and ethics was introduced some 30 years ago. However, the three topics, leadership, rhetoric, and ethics, have not been connected. This is astonishing because when ethical leadership made its comeback, scholars acknowledged the debt that ethical leadership owes to Aristotelian ideas. For Aristotle, leadership, ethics, and rhetoric were inseparable: without ethics, there could neither be good leadership nor rhetoric, and rhetoric (...) was the bridge from leader to follower and back. Aristotle is known as the practical philosopher and we argue that closing this major lacuna in leadership theory, would be beneficial for practice too and would help prevent Theranos-like scandals. The lacuna lies in what some call a Machiavellian view of leadership and rhetoric: both are regarded as amoral tools to achieve given ends. Aristotle would bristle at that idea. Both, leadership and rhetoric, to be good, must aim at the noble. The noble is not dictated by a heroic despot nor by a selfless saint but is understood by a leader because s/he is a socially embedded individual. We argue that leadership should be understood as personal development, that organisational rules must not inhibit virtue, that leadership is more about listening than talking, that synthesising that which is heard is central, and finally, that the common, not the collective, good is the goal of leadership. (shrink)

This paper critically reviews and discusses the concept of organizational virtuousness as presented in positive organizational scholarship. It identifies Kim S. Cameron, David S. Bright, and Arran Caza as the most influential researchers within this field and portrays commonalities, differences, and inconsistencies among the various notions of organizational virtuousness offered in positive organizational literature throughout the last 15 years. While the commonalities refer to attributes, levels of analyses, outcomes, and methodology, the variances concern the locus of residence, the priority of (...) outcomes, indicators, supporting features and the virtues included in positive organizational virtuousness. The analysis further discusses the strengths and weaknesses of these differences and stresses the challenges which the POS movement needs to face in order to clarify its definition of organizational virtuousness and, maybe, converge on one unified meaning. Finally, these challenges are summarized and linked to future research proposals which offer potential ideas on how to further develop the concept of positive organizational virtuousness. (shrink)

Music plays an important role in business because it affects consumer behavior. However, companies do not only value music as a tool to engrain their brands in the mind of their customers, they have also discovered the positive effects that music at work can have on employees’ job performance. The challenges of today’s organizations, nevertheless, are manifold and their responsibilities go much further than just to assure some reasonable financial results. Nowadays most stakeholders and customers expect companies to be run (...) ethically and in strict compliance with the law. Today’s leaders need to be equipped with strategies and instruments that ensure ethical behavior within their organizations. In this paper I argue that music can also represent a practical tool to foster ethical conduct at work. Music helps organizations to do good and well. (shrink)

Developmental Coordination Disorder and Attention-Deficit/Hyperactivity Disorder are unique neurodevelopmental disorders with overlaps in executive functions and motor control. The conditions co-occur in up to 50% of cases, raising questions of the pathological mechanisms of DCD versus ADHD. Few studies have examined these overlaps in adults with DCD and/or ADHD. Therefore, to provide insights about executive functions and motor control between adults with DCD, ADHD, both conditions, or typically developed controls, this study used a stop-signal task and parallel EEG measurement. We (...) assessed executive performance via go accuracy and go reaction time, as well as motor response inhibition via stop-signal reaction time. This was complemented with analysis of event-related potentials. Based on existing investigations of adults with DCD or ADHD, we expected groups would not differ in behavioral performance on stop and go trials, but differences in ERPs, particularly in components N200 and P300 would be evident. The sample included N = 50 adults with DCD, ADHD, DCD + ADHD, and control participants. We replicated that there were no between-group differences for behavioral-level executive performance and motor response inhibition. However, on a physiological level, ERP components N200 and P300 differed between groups, particularly during successful response inhibition. These ERPs reflect potential endophenotypic differences not evident in overt behavior of participants with ADHD and/or DCD. This suggests a disorder specific employment of inhibition or general executive functions in groups of adults with DCD, DCD + ADHD, ADHD, or control participants. (shrink)