Positive leadership in practice: What managers can learn from Positive Psychology

„People don't leave jobs. They leave bosses.“

A phrase that is often quoted - and yet is still not taken seriously enough. Because in practice, leadership is not just about performance, but about the overall mental well-being of a team. This is precisely where positive psychology comes into play - a field that is much more than just “thinking positively”.

I have been supporting managers in international companies for a couple of years now and have seen time and again that the best leaders not only know their numbers, but also their impact on people. They lead with clarity - and with humanity. And this is no coincidence, but often the result of a strengths-based leadership approach. If you want to lead people, you have to understand them. And if you really want to understand them, you need to look at their motivation, their strengths and their inner attitude. This is precisely where positive psychology offers a powerful, scientifically sound approach.

Positive Leadership – More than just a good atmosphere in the team

Positive leadership is not a feel-good trend, but a deeply rooted leadership approach based on the findings of positive psychology. Unlike traditional leadership models, which are often deficit-oriented (e.g. what is going wrong?), the focus here is more on what is already working - and how it can be cultivated in a targeted manner.

The focus is on Martin Seligman's PERMA model, which describes five central factors for human well-being: Positive Emotions, Engagement, Relationships, Meaning and Accomplishment. Positive leadership transfers these principles to the corporate context - not as an “add-on”, but as an integral part of management work.

What does this mean in concrete terms in day-to-day leadership?

In my work with international teams, I often find that many managers already intuitively use elements of this approach - without naming it as such. They give targeted praise, hold appreciative discussions or recognize individual talents. However, without a conscious attitude behind them, these measures remain selective - instead of being systemically effective.

A central building block in practice is focusing on strengths. If you specifically deploy your employees where they are not only competent but also motivated, you will not only achieve higher performance, but also deeper loyalty. In feedback meetings, for example, a simple question can be asked in this regard: “What is easy for you - and fulfills you at the same time?” This seemingly simple question opens up spaces for potential that are rarely visible in traditional performance appraisals.

The topic of feedback also changes fundamentally from the perspective of positive psychology. It is not about superficial praise, but about authentic, uplifting feedback that specifically states what was good and why. In this way, feedback becomes a genuine resource for development - and not merely the fulfillment of a duty.

In addition, a sense of meaning and purpose plays a central role. People want to understand what they are working for. Especially in times of transformation and uncertainty, the feeling of contributing to something bigger can have an enormously stabilizing effect. Positive leaders create a connection - not just to goals, but to a deeper “why”.

Emotions as a leadership skill

An often underestimated component of leadership is dealing with emotions - both your own and those of your team. In many corporate cultures, emotions are still considered disruptive or “private”. However, emotional intelligence is not a weakness, but a key competence of modern leadership. Managers who are present, can listen and recognize tensions early on prevent escalation, strengthen trust and create space for openness. This in turn is the basis for psychological safety - a factor that successful teams cite as crucial to their success according to Google's “Project Aristotle”.

Positive leadership is not a tool - it's an attitude

Positive leadership does not start with methods, but with an inner attitude. It is about the decision to see people not as resources, but as co-creators. It's about being willing to reflect on yourself instead of just evaluating others. And the courage to lead humanely - even if it is sometimes uncomfortable.

This attitude can be learned. Not overnight, but step by step. In training sessions, in reflection rooms, in joint discussions. And it pays off: Companies that rely on strength-oriented leadership report higher employee loyalty, lower absenteeism and increased innovative strength. But even more importantly, they experience a culture in which people not only function - but flourish - a so-called people-first corporate culture.

Leadership is relationship

Whether international or local, corporate or start-up - wherever people work together, real connection is needed. Positive leadership does not provide a patent remedy, but it does provide a clear direction: away from the deficit view and towards the development of potential. Away from control and towards trust. And above all: away from pure functioning - towards genuine, human effectiveness.

If you are a manager yourself or are responsible for teams, now is a good time to ask yourself this question: What mark does my leadership leave - on myself, and on others? The answer to this can be the beginning of a new kind of leadership. One that is not only successful - but also fulfilling.