Flourishing individuals exhibit greater vitality and live in the optimal range of human functioning and wellbeing (Frederickson & Losada, 2005). Flourishing, as opposed to languishing, is characterised by a growth and self-expansive orientation, where the emphasis is on continued growth. Flourishing individuals are associated with greater self-development, generativity, growth, resilience as well as enjoy enhanced physical and mental health outcomes (Frederickson & Losada, 2005).
Alternatively, the challenges posed by tough, demanding and changing environments are faced by leaders across all levels of the organisation. In continually performing above and beyond existing conditions leaders are investing their whole and personal selves into the workplace. However, maintaining this level of intensity is personally depleting (Kahn, 1992), reducing the ability of leaders to continue to perform in such difficult environments.
Given the stress and complexity leaders in New Zealand face in the current turbulent business environment, coupled with the lack of research on flourishing leaders in New Zealand, this paper presents the findings from a study on flourishing leaders.