This field experimental study examined the role that positive leadership plays in producing effective leader and follower outcomes. Specifically a sample of engineers (N=106) from a very large aerospace firm were randomly assigned to four experimental conditions.

Two conditions involved assigning these engineers to a low and high problemcomplexity condition. The other two conditions represented high versus low conveyed leader positivity. The results indicated a positive relationship between the leaders' positivity and the followers' positivity and performance as well as a negative relationship between problem complexity and follower positivity.

The study limitations needed future research and practical implications of these findings conclude the article.