ABSTRACT
This chapter discusses four main positive leadership approaches: humble leadership, ethical leadership, authentic leadership and servant leadership. For each approach, we discuss the meaning and leadership dimensions emphasized, as well as the impact of these leadership approaches on followers and team/organizational outcomes. Risks, dangers and problems of each style are also discussed. We also consider the conditions that facilitate the enactment of positive leadership approaches. The chapter helps with understanding that positive leadership is a valuable endeavour, albeit one that should be treated wisely, in case it becomes what David Collinson refers to as ‘Prozac leadership’, where being excessively positive leaves little space for critical and constructive dissonance in the face of the overwhelming positivity that is broadcast as leadership.1
