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Positive Leadership and Employee Well-Being
Abstract
We report two studies examining the relationship between positive leadership behaviors and employee well-being. In the first, data from 454 nursing home employees showed that (a) a newly developed measure of positive leadership was distinct from transformational leadership and (b) positive leadership behaviors predicted context-specific and context-free well-being after controlling for transformational and abusive leadership. In the second study, data from a daily diary study (N = 26) showed that (a) positive leadership predicted positive, but not negative, employee affect and (b) positive leadership interacted with transformational leadership to predict employees positive affect.
... Different definitions of transformational leadership may place emphasis on different aspects, but all agree that inspiring and supporting followers to achieve success for the organization is at the core of transformational leadership (Bass, 2005;Van Dierendonck et al., 2014). In contrast, positive leadership emphasizes leader behaviors that create positive emotions in employees to benefit followers' wellbeing (Kelloway et al., 2013). Positive leaders prioritize building relationships and creating a workplace where employees feel valued and supported (Kelloway et al., 2013). ...
... In contrast, positive leadership emphasizes leader behaviors that create positive emotions in employees to benefit followers' wellbeing (Kelloway et al., 2013). Positive leaders prioritize building relationships and creating a workplace where employees feel valued and supported (Kelloway et al., 2013). In other words, whereas transformational leadership focuses on organizational effectiveness (Van Dierendonck et al., 2014), positive leadership primarily emphasizes followers' needs and wellbeing. ...
... Positive leadership focuses on creating positive work experiences for employees (Kelloway et al., 2013) and it is associated with positive selfconcepts (Hannah et al., 2009) and positive (but not negative) affect toward work (Kelloway et al., 2013) and the organization (Youssef-Morgan and Luthans, 2013). Studies have shown a positive association between positive leadership and employees' positive emotions (Lilius et al., 2008;Cameron and Plews, 2012). ...
Introduction
Leadership is essential for creating a healthy and happy work environment for employees. Due to the COVID-19 pandemic, working remotely from home has become prevalent for many employees, which challenges leaders to reach out to their followers even if these followers are not physically at work. Drawing on positive psychology theories, the aim of this study is to investigate the relationship between positive leadership and psychological energy (i.e., vigor), and particularly the extent in which this relationship is affected by whether employees are working from home, as well as the tenure of the leader-follower relationship.
Methods
A two-wave time-lagged study design is used with a sample of 186 followers.
Results
Findings indicate that the effect of positive leadership on followers’ vigor is especially strong when employees work from home, and even more so when leaders and followers have a long lasting work relationship.
Discussion
The study shows that positive leadership behaviors are positively related to employee vigor. Such positive leadership behaviors consist of praising follower’s individual performance, personally thanking followers, cheering them up, and helping them with specified tasks.
... Most of the authors conceptualize positive leadership as the type of leadership that boosts well-being of followers as one of the effects (Hannah et al., 2009;Kelloway et al., 2012). However, most of the research so far focuses on short-term well-being such as positive affect (Kelloway et al., 2012) or satisfaction with life (Nel et al., 2015). ...
... Most of the authors conceptualize positive leadership as the type of leadership that boosts well-being of followers as one of the effects (Hannah et al., 2009;Kelloway et al., 2012). However, most of the research so far focuses on short-term well-being such as positive affect (Kelloway et al., 2012) or satisfaction with life (Nel et al., 2015). It has to be noted that some of the research (e.g. ...
... It has to be noted that some of the research (e.g. Kelloway et al., 2012) takes into consideration the 'extended affect', but still it concerns rather fast-changing phenomena. I argue that the research in positive leadership should be extended with considering long-term effects, especially long-term well-being. ...
... Enabling leadership into strategic climate for employee well-being and organisational sustainability Leadership has been significantly linked to strategic climate to influence both employee well-being and organisational sustainability (Kelloway et al., 2013;Shinbrot et al., 2019). The notion of employee well-being is defined as a pleasurable (i.e. ...
... On the other hand, psychological well-being highlights employee's mental health issues, such as work stress and anxiety (Keyes et al., 2002). Several studies have found empirical relationships among leadership practice and employee well-being (Kelloway et al., 2013;Rahimnia and Sharifirad, 2015). Various leadership approaches such as transformational leadership (Liu et al., 2010), authentic leadership (Rahimnia and Sharifirad, 2015), appreciative leadership (Stocker et al., 2014) or positive leadership (Kelloway et al., 2013) were found to have significant relationships with employee well-being. ...
... Several studies have found empirical relationships among leadership practice and employee well-being (Kelloway et al., 2013;Rahimnia and Sharifirad, 2015). Various leadership approaches such as transformational leadership (Liu et al., 2010), authentic leadership (Rahimnia and Sharifirad, 2015), appreciative leadership (Stocker et al., 2014) or positive leadership (Kelloway et al., 2013) were found to have significant relationships with employee well-being. Scholars have suggested that leadership approaches in organisations have substantial effects on employee well-being, including job stress and life satisfaction (Fullagar and Kelloway, 2012;Rahimnia and Sharifirad, 2015). ...
The unprecedented crisis of the COVID-19 pandemic has posed an enormous challenge ever for healthcare organisations to find strategies to deal with their survival. The healthcare employees are the frontline soldiers to fight against COVID-19 pandemic. Currently, there is a lack of research regarding the conceptualisation of COVID-19 and its impact on healthcare employees’ wellbeing and their organisational sustainability. Extending the role of responsible leadership (RL), this paper develops a multilevel conceptual model to overcome the crisis of COVID-19 pandemic and promotes employee (e.g., workers, nurses, and professionals) wellbeing and organisational sustainability.
With a comprehensive literature review, this paper presents five testable propositions and highlights the impact of COVID-19 pandemic on employee wellbeing and organisational sustainability. The proposed model counsels that organisations need to go beyond the simple application of strategic climate and should enable RL to protect and maintain employee wellbeing and organisational sustainability. The proposed conceptual model is a step forward to not only explore future empirical research also will help the healthcare policymakers to take responsible initiatives to increase employee wellbeing and uphold organisational sustainability. There is a lack of research regarding the conceptualisation of the COVID 19 pandemic and its impact on healthcare employees’ wellbeing and organisational sustainability. The proposed conceptual model opens and guides a novel research avenue for the alignment of strategic management (as a moderator) and RL on the relationships among the COVID-19 pandemic, employee wellbeing and organisational sustainability.
... Leadership practice serves as a driving force to enhance employee well-being (Kelloway et al. 2012a), and some researchers have argued that it is the most important factor in this process (Inceoglu et al. 2018). Leadership and employee well-being can be described as interactions and activities between a leader and an employee that positively or negatively affect employee well-being. ...
... Studies on leadership and employee well-being have mostly focused on the effects of leader behavior or style on their followers (Perko 2017). However, the previous and current research on leadership and employee well-being has lacked a definition of the term 'experience' (e.g., Kelloway et al. 2012a;cf. Briner & Kiefer 2005). ...
... In general, an extensive and growing body of literature recognizes the effects of leadership practices on employee well-being (Kelloway et al. 2012a). The studies on leadership and employee well-being have focused mostly on leader behavior (social support, justice) or (particular) leadership styles that promote employee well-being (Perko 2017). ...
A phenomenological psychology approach in organizational studies has been somewhat overlooked, particularly in research on leadership and employee well-being. This study presents a new way of examining leadership and employee well-being. A novel experience qualities approach was utilized with the aim of revealing the authentic structure of human experiences, particularly experience qualities such as emotions, knowledge, and assumptions. This study investigated the role of leadership in creating employee well-being experiences in a professional organization. The data were collected from 23 in-depth interviews conducted with company leaders and employees in Finland and then analyzed using the phenomenological method. The results indicated affirmative similarities and differences (experience domains) in experience qualities of well-being between leaders and employees. By identifying different experience qualities of well-being, leaders can promote their own and employees’ well-being more precisely and effectively. Practical implications for leaders are discussed.
... Enabling leadership into strategic climate for employee well-being and organisational sustainability Leadership has been significantly linked to strategic climate to influence both employee well-being and organisational sustainability (Kelloway et al., 2013;Shinbrot et al., 2019). The notion of employee well-being is defined as a pleasurable (i.e. ...
... On the other hand, psychological well-being highlights employee's mental health issues, such as work stress and anxiety (Keyes et al., 2002). Several studies have found empirical relationships among leadership practice and employee well-being (Kelloway et al., 2013;Rahimnia and Sharifirad, 2015). Various leadership approaches such as transformational leadership (Liu et al., 2010), authentic leadership (Rahimnia and Sharifirad, 2015), appreciative leadership (Stocker et al., 2014) or positive leadership (Kelloway et al., 2013) were found to have significant relationships with employee well-being. ...
... Several studies have found empirical relationships among leadership practice and employee well-being (Kelloway et al., 2013;Rahimnia and Sharifirad, 2015). Various leadership approaches such as transformational leadership (Liu et al., 2010), authentic leadership (Rahimnia and Sharifirad, 2015), appreciative leadership (Stocker et al., 2014) or positive leadership (Kelloway et al., 2013) were found to have significant relationships with employee well-being. Scholars have suggested that leadership approaches in organisations have substantial effects on employee well-being, including job stress and life satisfaction (Fullagar and Kelloway, 2012;Rahimnia and Sharifirad, 2015). ...
The unprecedented pandemic crisis of COVID-19 has caused an immense challenge for the higher education sector, particularly for the universities to find an effective leadership approach to deal with their online teaching performance and reputation. Currently, there is a lack of research regarding the conceptualization of COVID-19 pandemic and its impact on university faculty members’ online teaching performance and institutional reputation. Extending the role of responsible leadership (RL), this paper develops a multilevel (e.g., individual and organisational) conceptual model highlighting the impact of COVID-19 pandemic on academia, faculty members’ readiness for online education, teaching performance and university reputation.
... Enabling leadership into strategic climate for employee well-being and organisational sustainability Leadership has been significantly linked to strategic climate to influence both employee well-being and organisational sustainability (Kelloway et al., 2013;Shinbrot et al., 2019). The notion of employee well-being is defined as a pleasurable (i.e. ...
... On the other hand, psychological well-being highlights employee's mental health issues, such as work stress and anxiety (Keyes et al., 2002). Several studies have found empirical relationships among leadership practice and employee well-being (Kelloway et al., 2013;Rahimnia and Sharifirad, 2015). Various leadership approaches such as transformational leadership (Liu et al., 2010), authentic leadership (Rahimnia and Sharifirad, 2015), appreciative leadership (Stocker et al., 2014) or positive leadership (Kelloway et al., 2013) were found to have significant relationships with employee well-being. ...
... Several studies have found empirical relationships among leadership practice and employee well-being (Kelloway et al., 2013;Rahimnia and Sharifirad, 2015). Various leadership approaches such as transformational leadership (Liu et al., 2010), authentic leadership (Rahimnia and Sharifirad, 2015), appreciative leadership (Stocker et al., 2014) or positive leadership (Kelloway et al., 2013) were found to have significant relationships with employee well-being. Scholars have suggested that leadership approaches in organisations have substantial effects on employee well-being, including job stress and life satisfaction (Fullagar and Kelloway, 2012;Rahimnia and Sharifirad, 2015). ...
Background: The unprecedented crisis of COVID-19 has posed an enormous challenge ever for healthcare organisations to find strategies to deal with their survival. Extending the role of responsible leadership (RL), this paper provides a multilevel conceptual model to overcome the ongoing and the post-pandemic crisis of COVID-19 and promotes the wellbeing of healthcare employees (e.g., workers, nurses and professionals) and organisational sustainability.
Methods: This paper conducted a comprehensive literature review of the existing research on COVID-19, RL, employee wellbeing, and organisational sustainability covering the main contributors to this research stream and their findings.
Results: With the development of the conceptual model, this paper presents five testable propositions for determining how COVID-19 may impact employee wellbeing and how healthcare organisations can overcome the pandemic crisis with strategic initiatives enabling RL. The proposed model (see Figure 1) counsels that organisations need to go beyond the simple application of strategic management and should enable RL to protect and maintain employee wellbeing and sustainability of the healthcare organisations. The model contributes to the need for a detailed and contextualised understanding of COVID-19 in the healthcare sector in several ways. First, it helps to understand the challenges of COVID-19 pandemic and the need for RL for the healthcare sector. Second, this proposed model helps to clarify the interventions of RL into organisation’s strategic management to thrive COVID-19 pandemic from the healthcare perspective. Third, it formulates five propositions, including COVID-19 pandemic, strategic management aligning RL, employee wellbeing and organisational sustainability. Finally, healthcare employees are the frontline soldiers to fight against COVID-19 pandemic. This model is a step forward to not only explore the future research avenue for the impact of COVID-19 on multilevel consequences also will help the healthcare policymakers to take responsible initiatives to increase employee wellbeing and uphold organisational sustainability.
Conclusions: Currently, there is a lack of research regarding the conceptualisation of COVID-19 and its impact on healthcare employees’ wellbeing and organisational sustainability. The proposed conceptual model opens and guides a novel research avenue for the alignment of strategic management (as a moderator) and RL on the relationships among COVID-19, employee wellbeing and organisational sustainability.
... As far as the COR is concerned, transformational leaders strengthen subordinates' personal resources, reduce job demands, motivate subordinates to use resources efficiently, and provide job resources (Diebig et al., 2017;Harms et al., 2017;Berger et al., 2019). Ethical, responsible, and positive leadership also effectively stimulates employees' WB (Kelloway et al., 2013;Bardoel et al., 2014;Chughtai et al., 2015;Haque, 2021). ...
... This means-in the light of COR-that sustainable leaders are able to prevent employees' resource depletion and support subordinates in collecting resources (Hobfoll et al., 2018). As indicated in the theoretical part of this paper, previous research on the relationship between leadership style and employees' WB focused on transformational leadership (Tafvelin et al., 2011;Kara et al., 2013;Arnold, 2017;Diebig et al., 2017) as well as ethical, responsible, and positive leadership (Kelloway et al., 2013;Bardoel et al., 2014;Chughtai et al., 2015;Haque, 2021). This study shows that SL-built on the assumptions of the above-presented leadership styles-positively stimulates employees' WB. ...
Drawing on the conservation of resources theory and contingency theories of leadership, this study aims to investigate how sustainable leadership (SL) influences employees' wellbeing (WB) through employee resilience (ER) and to examine the moderating effect of environmental turbulence (ET) on the "sustainable leadership-employees' wellbeing" relationship. Data were collected from 593 employees and 373 supervisors adopting two-wave design among small and medium-sized enterprises (SMEs) in China. The authors used structural equation modeling to empirically test the hypothesized model in this study. The research shows that SL is significantly related to the employees' WB in SMEs. Regarding mediating effect, SL also indirectly influences employees' WB through ER. Moreover, the impact of SL on employees' WB becomes more prominent in the presence of lower ET. To the best of the authors' knowledge, no prior study is available about the integrated relationship of SL, ER, ET, and employee WB.
... With the emergence of positive psychology and positive organizational scholarship, positive leadership has attracted attention from scholars. However, positive leadership literature is widely dispersed and has been rarely discussed as a sole construct in itself, barring a few exceptions (Alok, 2015;Kelloway et al., 2013). Most often, the attention received is indirect mention, explaining what counts as a positive leader's behaviour (Ritzenhöfer et al., 2019). ...
... It is believed that a positive leader helps to mitigate the challenges of globalization by turning them into opportunities for leveraging the diversity of the global context(Youssef-Morgan et al., 2013). Overall promoting a positive work culture(Ilies et al., 2013) thereby increasing employee well-being(Adams et al., 2020;Biswas & Chakraborty, 2019;Kelloway et al., 2013), aiding crisis management(James et al., 2011), promoting exemplary performance(Crewe & Girardi, 2020), empowering employees(Meyer et al., 2019) and even achieving 'Everest' goals(Schimschal & Lomas, 2019). ...
... Approximately three hundred (300) survey forms were circulated, and we received hundred and fifty (150) duly filled forms. The inclusion criteria were defined as twelve (12) months minimum experience in current organisation, and 24 months in overall experience in SSOs. Qualitative analysis was done to support the quantitative outcomes and provide rigour to the study. ...
... Importantly, recognition is a positive behaviour that often demonstrates positive perspective, enhancing trust (Patrick and Sunil, 2019a). These behaviours in amalgamation do provide a conducive environment for employees to demonstrate dedication, meaningful engagement and satisfaction (Kelloway et al., 2013;Arakawa and Greenberg, 2007). Further, these enhance better performance, productivity and well-being of employees even during crises. ...
The study focuses on the importance of positive leadership in building trust among employees during pandemic. Research indicates that positive leadership is an important style of functioning among its theorists in influencing trust. However, this is one of the leadership styles that have been examined during the ongoing pandemic in India. To address the gaps in literature, an empirical study was conducted with (n=150) employees from Indian Service Sector Organisations. A mixed method approach was used to add rigor and judgmental sampling technique to select the companies and respondents. The finding indicates that positive leadership does influence trust even during pandemics. Moreover, positive leaders enhance positive outcomes through trust. The test for significance indicates that there is no significant difference overall at (p<0.5) across education, marital status and gender between the constructs. However, among age group, it was found that there was a significant difference for both positive leadership and trust. Further, the study suggests a few theoretical and practical implications in terms of positive leadership and its influence on trust among employees. Employees acknowledge that when leaders exercise positivity, positive outcomes such as better performance, satisfaction, trust, empowerment, engagement and other critical behaviours are experienced by employees enhancing their efficiency and effectiveness. The suggested practices when applied through leadership development programs, the latter (i.e. practical implications) would benefit organisations.
... Another concept shows that positive leadership is seen as a process that focuses on the strengths of employees and the recognition of good work in order to help employees be more productive and committed to their work (Arakawa & Greenberg, 2007). Other researchers believe that positive leadership focuses only on the leader's behaviors and how they affect employees' positive emotions (Kelloway, Weigand, Mckee, & Das, 2013). A more comprehensive way is a concept of leadership positive considering the background and results of positivity as a systematic and integrated manifestation of leadership traits, processes, intentional behaviors and high, exceptional and affirmative performances of the leaders' strengths, employees and the organization itself (Youssef & Luthans, 2012). ...
... There is evidence of the positivity of organizational leadership in the wellbeing of employees (Kelloway et al., 2013). The positive psychology movement has helped people in the pursuit of genuine happiness every day (Gavin & Mason, 2004). ...
Organizations are increasingly investing in human resource development. The positive psychology approach warns of the importance of strengthening the forces. Leveraging the strengths is a way to achieve better results and even minimize the weaknesses of the leader. It is this assumption that positive psychology adds to the human resource development, which includes the leadership development. This chapter aims to propose a theoretical model about positive leader development supported by the positive psychology approach. This model comes from the literature to the evolution of leadership and organizational theories and the positive psychology. Positive leader development model seeks to enhance leadership development within an organization with a positive psychology approach. The literature shows the advantages of strengthening forces in the organizational context. So, it is necessary to systematize a theoretical model that facilitates the positive leader development in organizations. The proposed model is based on the study by Malinga, Stander, and Nell.
... Studies have shown that positive leadership can increase subordinates' psychological capital and empowerment and enhance subordinates' trust in leaders, enabling subordinates to show higher extra-and in-role performance (Avey et al., 2011;Norman et al., 2010). Additionally, positive leadership can reduce employees' deviant behavior and improve employees' job satisfaction and well-being (Kelloway et al., 2013;Bedi et al., 2016;Alok, 2017;Cameron & Quinn, 2017). However, the relationship between positive leadership and employees' other attitudes and behaviors, such as work engagement, needs to be further explored. ...
... With the increasing attention to positive leadership from managers and researchers, in-depth studies of positive leadership are becoming more important. Prior research has shown that positive leadership enhances employees' well-being (Kelloway et al., 2013). Our study demonstrates that positive leadership promotes employee engagement, thereby responding to Malinga et al.'s (2019) appeal for more research on positive leadership. ...
Drawing upon broaden-and-build theory, this study examined the influence of positive leadership on employee engagement through the mediating role of employees’ state positive affect and the moderating effect of individualism-collectivism orientation in a Chinese cultural context. A sample of 215 valid questionnaires was obtained through a two-wave survey of 48 teams working in central China. Hypotheses were tested by a method of hierarchical linear modelling. The results indicate that positive leadership promotes employees’ state positive affect and engagement. State positive affect partially mediates the association between positive leadership and employee engagement. Moreover, a multilevel moderation analysis reveals that collectivism weakens the effect of positive leadership on employees’ state positive affect. Theoretical and managerial implications and future directions are discussed.
... With the possibility of workers presenting depressive and anxious symptoms, possibly triggered by the pandemic, adaptation to a new work system is likely to be necessary, especially with regard to the style of leaders, who are known to have an impact on workers' well-being when they adopt a positive style, focused on the employee's potential. 29 The COVID-19 pandemic is impacting society as a whole and will have particular effects on individuals' mental health. Consequently, work behavior and work relationships can change. ...
... Literature also suggests an association between leaders with positive behavior and positive employee affect. Therefore, the pattern of leadership can affect the organization and employees' well-being in different ways.29 Another important issue for improvement of the social climate by leaders is encouragement of the team's autonomy, as well as creativity and acknowledgement.40 ...
Aims:
This study aims to analyze the mechanisms through which the Covid-19 pandemic impacts on well-being at work and productivity. The secondary objective is to identify stress management strategies in the work environment during the pandemic time.
Methods:
This is an integrative review. Phase 1 consisted of a search for 2020 papers regarding mental health, work and the pandemics in free access electronic databases (MEDLINE, SCIELO, Bireme and LILACS). Phase 2 consisted of literature indicated by specialists in occupational psychiatry and positive psychology. These materials were read and critically analyzed.
Results:
As a result of the literature review, 40 references were included. The articles reviewed were divided in the following categories: articles concerning work relationships in Brazil, articles describing the impact of pandemics on mental health and work, articles focusing on the work of health professionals during pandemics, articles about well-being at work, and papers proposing strategies to improve well-being and productivity and promote mental health.
Discussion:
The Covid-19 pandemic can cause a significant impact on workers' mental health and productivity. Most professionals face the need to adapt to changes, which can decrease the feeling of well-being. Consequently, strategies to promote well-being and mental health at the work environment should be a priority.
Conclusion:
The work routines were modified after the installation of the Covid-19 pandemic and assessing these changes is essential to maintain workers' mental health. In this way, it is possible to achieve the promotion of general well-being, the reduction of stress, and the post-traumatic growth.
... According to Wood and de Menezes (2011), highperformance work systems and enriched jobs wherein employees have a high degree of variety and autonomy over their roles influence well-being. Researchers have also found evidence that relationships at work and leadership support have a significant impact on employee well-being (Kelloway et al., 2013;Skakon et al., 2010;van der Doef & Maes, 1999;Wilks & Neto, 2013). ...
... 3. Demonstrating positive leadership: Leaders' well-being has a significant impact on the well-being of employees (Skakon et al., 2010). The well-being contagion effect is witnessed if leaders demonstrate a positive attitude and disposition (Kelloway et al., 2013). Positive leadership behaviours such as support, consideration, empowerment, trust, feedback, integrity, openness in communication, encouragement of independent decision making, respect, openness about expectations and recognition, increase the experience of positive emotions among organizational members. ...
The notion of well-being has been evolving as research continues to unfurl its multidimensional nature. The importance of well-being in the organizational context is becoming a valuable line of inquiry, and employee well-being has emerged as a pivotal focus in positive psychology. Despite this, employees report high levels of disengagement and stress at work. Thus, we conducted 15 in-depth interviews with middle- and senior-level managers in the service sector in India to understand the factors that impact an employee’s well-being.
Research question: What comprises an individual’s well-being at the workplace?
Theory: Conservation-of-resources theory, broaden-and-build theory.
Type of the case: Applied problem-solving.
Basis of the Case: Phenomenon.
Protagonist: Not needed.
Findings: Data was analysed using grounded theory. We synthesized the factors contributing to employee well-being into the following themes: encouraging organizational culture, providing social support, demonstrating positive leadership, integrating work and life, finding meaning in work, providing autonomy and ensuring good working conditions.
Discussion: Study findings extend the conservation-of-resources and broaden-and-build theories by emphasizing on gain spirals; that is, individuals use a positive effect to conserve, replenish, broaden, and build their inner resources and well-being. While leaders in an organization invest in enhancing employees’ well-being, they need to be cognizant of the several factors at interplay. An overall positive environment, autonomy, safety and meaningfulness contribute holistically towards the well-being of employees.
... In addition, positive leadership (Kelloway et al. 2013) and an organizational climate supporting psychological health (McLinton et al. 2018) are also critical to help buffer emergency personnel from the demands they face when treating patients with COVID-19. Kelloway et al. (2013) found that positive leader behaviors, including praising employees and going out of their way to help them, were associated with higher levels of employee wellbeing and affect. ...
... In addition, positive leadership (Kelloway et al. 2013) and an organizational climate supporting psychological health (McLinton et al. 2018) are also critical to help buffer emergency personnel from the demands they face when treating patients with COVID-19. Kelloway et al. (2013) found that positive leader behaviors, including praising employees and going out of their way to help them, were associated with higher levels of employee wellbeing and affect. In addition, extensive research supports the mental health and well-being benefits of employees believing their organizational culture is characterized by an emphasis on psychological health and well-being of employees being a priority (McLinton et al. 2018). ...
Workers bear a heavy share of the burden of how countries contend with COVID-19; they face numerous serious threats to their occupational health ranging from those associated with direct exposure to the virus to those reflecting the conflicts between work and family demands. Ten experts were invited to comment on occupational health issues unique to their areas of expertise. The topics include work-family issues, occupational health issues faced by emergency medical personnel, the transition to telework, discrimination against Asian-Americans, work stressors, presenteeism, the need for supportive supervision, safety concerns, economic stressors, and reminders of death at work. Their comments describe the nature of the occupational health concerns created by COVID-19 and discuss both unanswered research questions and recommendations to help organizations reduce the impacts of COVID-19 on workers.
... To put it differently, subjective well-being encompasses (1) emotional responses to life events, (2) general evaluation of life satisfaction, (3) contentment with specific important areas of life (Diener et al. 1985). Scientific research shows that objective factors, such as health, amenities, reward for work, etc., have influence on how we experience and realise subjective well-being; it does not, however, mean that they determine it (Kelloway et al. 2013). Many authors state that psychological well-being is subjective, this means that satisfaction with various areas of life, work, social relations, his/her personality, health, etc. can be best evaluated by the person him/herself; nevertheless, psychologist Daniel Kahneman et al. (1999) claims that wellbeing may be also objective. ...
... According to Ryan and Deci (2000), for a person to be happy s/he has to feel free from external pressure and be autonomous in choosing the field of activity. Many authors agree with this statement (Kelloway et al. 2013) saying that through his/her lifetime every human-being seeks for greater autonomy and everyone has a need to self-determine (selfdetermination). Ryan and Deci (2000) think that people usually try to look for the environment which would allow them to fulfil their need for autonomy (except for dependable personalities). ...
The relevance of research is that psychological research carried out after re-establishment of Lithuanian independence revealed that the consequences of the Soviet totalitarian regime are still being felt in this country to this day. The aim of the paper is to analyse happiness of Lithuanian residents. Influence of the traumas Lithuanians suffered for five decades is even passed on to the second generation. The happiness index of the Lithuanian residents has not changed for almost twenty years, though the economy of the country has considerably improved. Moroever, high suicide rates in Lithuania are also slow to change. This study aimed to analyze life satisfaction variations in a representative sample of Lithuanians (n = 1002). The results suggest that Lithuanians with high level of satisfaction with life get into a higher number and intensity of positive states; they pointed out much greater satisfaction with cultural life, satisfaction with family life, professional and occupational life, satisfaction with spiritual life, psychological state and material condition; they indicated that there are people they can talk to any time, they take pleasure in spending time with the closest ones, they think that their earnings guarantee their security. Persons of high level of satisfaction with life statistically significantly more perceive life as pleasant, valuable, and meaningful.
... Long and continuous working hours with computers can also cause musculoskeletal disorders. While conducting a study about software developers in the USA and India, Kelloway et al. (2013) also found the adverse effects of online, computer-dependent jobs on the physical health of employees. ...
Online organizations usually have a more stressful working style where the employees have to sit in front of computers for long hours. This sit-and-stare culture coupled with a lack of organizational focus on the employees’ physical health and well-being may lead to multiple health issues. Taking data from two online business organizations in Pakistan through observations and interviews; this study investigates the working culture and environment, common issues pertaining to the employees’ physical health, and the responses of the management. It was found that the working conditions were mostly stressful and detrimental to physical health with cramped spaces, non-ergonomic furniture, and a stressful and tightly-controlled environment. The participants believed that they were treated like expendable commodities. Eyes, back, neck, knee and stomach issues, fatigue, and obesity were reported to be the most common health issues. The study gives practical recommendations which can improve not only the employees’ physical well-being, but also their organizational attachment, efficiency, and productivity.
... Well-Being Many studies have found significant effects of leader leadership style on member well-being (Skakon, Nielsen, Borg, & Guzman, 2010;Zhu, Devos, & Li, 2011;Chao, Hung, & Chuang, 2018). Kelloway, Weigand, McKee, & Das (2013) suggest that positive leadership can promote positive psychological capital, such as hope, optimism, and self-efficacy in employees. MacIntyre et al. (2019) suggest that the positive encouragement teachers receive has an impact on teachers' well-being. ...
... Studies have shown that positively energizing leaders can increase psychological capital and empowerment in followers (Avey et al., 2011) and enhance trust in leadership (Norman et al., 2010). Additionally, positive leaders have been shown to increase employee well-being, life satisfaction and job satisfaction (Kelloway et al., 2013;Zbierowski and Góra, 2014;Cameron et al., 2017). Cameron (2021) showed with a sample of 600 middle and upper-level leaders that energizing behaviors led to higher organizational outcomes including higher productivity, increased quality, better employee morale, higher customer satisfaction and financial strength. ...
One of the most important units of analysis for positive organizational psychology research is leaders and future leaders in the workplace. Leaders often have a large responsibility for and influence on the well-being and performance of their followers. They also face the unique challenge of serving their followers and the organization while needing to maintain their own vitality and well-being. Vitality can provide a foundation of energy resources to a leader to serve at their full capacity. This study develops and empirically examines a new three factor scale to measure leader vitality which includes physical, psychological, and emotional components. In study 1, a total of 175 participants (including n = 128 leaders) completed the Leader Vitality Scale (LVS) and other positive psychology related measures. Exploratory factor analysis and then confirmatory factor analysis showed that the LVS is hierarchical with three distinct factors, with overall vitality as the higher-order factor. Correlational tests with two established vitality scales for general use showed that the LVS is positively related to existing scales, demonstrating convergent validity. In study 2, data was gathered from 92 top level leaders in the C-Suite ( n = 25), vice presidents ( n = 23), directors ( n = 21), and managers ( n = 23) of organizations across the United States. Results showed that LVS scores significantly correlated with life satisfaction, positive emotions, positive functioning at work, and psychological capital. Overall, these findings suggest that the LVS is a valid measure for assessing leader vitality, and can used in future studies of well-being and positive functioning at work.
... Developing positive leadership, both in practice and theory, provides many positive outcomes (Glinska, 2018). Compared to other leadership theories like transformational leadership and authentic leadership, leaders may find positive leadership practices more practical to implement, easier to perform daily, and more directly concerned with staff well-being than any of the other models of leadership (Kelloway et al., 2013). ...
Positive leadership is criticized as having a North American cultural approach to leadership, and very little is known about it in developing countries. This study sought to investigate positive school leadership from the perspectives of positive school principals in Iran. The data was collected within Iranian public primary schools through a qualitative approach. Through open-ended interviews with 24 principals, this study sought to illuminate their perspectives and practices toward their role as positive leaders. The findings of this exploration comprised of eight positive school leadership practices that includes: divine and metaphysical insight, principles and ethics, leader-member relationships, positive leadership behaviors, positive leadership skills, positive leadership affection, outcomes for staff, and wider benefits. This investigation provides credence to scientific criticism concerning the absence of empirical positive school leadership theories.
... Some studies found enhancing interaction patterns: for charismatic-transformational leadership and humor on trust, identification, commitment, and satisfaction (Hughes & Avey, 2009), emotion regulation on value-congruence and effectiveness (Zhang et al., 2012), leader stakeholder values on follower stakeholder values (Groves, 2014), leader environmental norms on firm environmental initiatives (Papagiannakis & Lioukas, 2018), and initiating structure and transactional leadership on effectiveness (Hoogeboom & Wilderom, 2019). Other studies found substituting or attenuating interaction patterns: for charismatictransformational leadership and contingent reward on engagement and intrinsic motivation (Nielsen, Boye, Holten, Jacobsen, & Andersen, 2018), for contingent reward and different elements of transformational leadership on performance (Vecchio, Justin, & Pearce, 2008), for positive emotions on perceived transformational leadership and effectiveness (Connelly & Ruark, 2010; this study also includes an attenuating interaction of transactional leadership and negative emotions), and for positive leadership on positive affect (Kelloway, Weigand, McKee, & Das, 2013). ...
The most consensually shared insight in leadership research may be that in understanding leadership effectiveness, multiple elements of leadership should be considered: different leader behaviors, psychological traits and states, demographic attributes, etc. The notion that leadership consists of multiple elements begs the question of whether these elements have interactive effects, but the empirical study of interactive effects of elements of leadership is far less common. Studying interacting elements of leadership has particularly strong potential to bridge siloed perspectives in leadership research, however: When interactive effects concern elements drawn from different research perspectives, their interpretation requires theory bridging these perspectives. An integrative review of empirical studies of interacting elements of leadership can therefore uniquely contribute to the development of integrative theory bridging siloed perspectives in leadership research. Drawing on 117 empirical papers reporting tests of interactions of elements of leadership, we provide such a review. We identify four perspectives on such interactions, which we call the relationship, status, social identity, and congruence perspectives. We also outline how the field can build towards integration of these perspectives.
... Because leaders can promote a culture of support for employees and hold positions at which they can provide important resources to promote worker well-being, these types of interventions may lead to more sustainable effects (van Woerkom et al., 2021). For instance, Kelloway et al. (2013) show that positive leadership behaviors such as praising, helping, or thanking individuals are associated with employee well-being. Avey et al. (2011) showed that when leaders enact the features of psychological capital (i.e., hope, optimism, resilience, and selfesteem), follower positivity and performance were enhanced. ...
Research indicates that Positive Psychology Interventions (PPIs) in the work context have a small positive impact on improving desirable work outcomes, and a small to moderate effect on reducing undesirable work outcomes, suggesting that the effects of PPIs are not trivial, but also not large. Whereas this may be related to the difficulty of changing oneself or one’s happiness levels, the relatively small effects of PPIs may also be due to the predominant use of one-off interventions instead of more structural interventions that reflect policy level commitment. Furthermore, since most PPIs tend to focus on the individual, one could question the long-term effectiveness of such interventions, especially when the work environment remains unchanged. In this manuscript, I introduce a typology of PPIs in organizations by distinguishing between the organizational level they target (the individual or group level), and between one-off and structural interventions. I argue that different types of interventions can strengthen each other, and that to make a sustainable contribution to the optimal functioning of workers, PPIs need to comprise a wide variety of one-off and structural interventions targeting both individuals and groups in organizations. Furthermore, I make suggestions for improving the long-term effectiveness of PPIs by drawing on the literature on transfer of training, nudging, and positive design.
... It can be stated that optimal conditions benefit employees and organizations alike (e. g. Ilies et al., 2017;Kelloway et al., 2013). Employees who are motivated by the intrinsic aspects of their work tasks, want to continue their work and are fascinated by the tasks they perform (Bakker, 2008). ...
... It has long been understood that the leadership behaviors and styles displayed by employees' immediate supervisors have a significant impact on employees' attitudes, behaviors, and emotions (Bono, Foldes, Vinson, & Muros, 2007;Kurtessis et al., 2017;Montano, Reeske, Franke, & Hüffmeier, 2017). The same is true when it comes to how employees experience stress at work (e.g., Harms, Credé, Tynan, Leon, & Jeung, 2017;Skakon, Nielsen, Borg, & Guzman, 2010) and their overall well-being (Kelloway, Weigand, McKee, & Das, 2013). We focus on transformational leadership because it is a well-established highly effective leadership style (Braun, Peus, Weisweiler, & Frey, 2013;Nielsen, Randall, Yarker, & Brenner, 2008), that has been shown to provide countless benefits to employees (Arnold, 2017;Avolio, Zhu, Koh, & Bhatia, 2004;Conchie, 2013;Jacobs et al., 2013;Nembhard & Edmondson, 2006). ...
... It is consistent with Cameron (2012) and Lilius et al. (2008) arguing the positive relationships between positive leadership and employee's positive emotions. It is also congruent with Kelloway et al. (2013), emphasizing the roles of positive leadership behaviors in leading to employees' positive emotions. Thus, based on the affective events theory and previous literature, the following hypothesis has been established. ...
This study examined the effect of positive leadership experienced by employees on their organizational identification and the mechanisms through how positive leadership enhances organizational identification. Despite the importance of positive leadership at work, such as increasing the followers’ positive self-concepts at work, our understanding of the mechanisms through how positive leadership leads to employees’ organizational identification is still in a nascent state. Thus, this study addresses the research gap by investigating the mediating roles of compassion and positive emotions in the relationship between positive leadership and organizational identification. This study used path analysis and bootstrapping to analyze the survey data collected from 312 full-time employees in 10 large-sized companies located in South Korea. The path analysis results confirmed that positive leadership increases employees’ organizational identification. Furthermore, positive leadership enhances compassion and positive emotions at work, which, in turn, leads to higher organizational identification. Most importantly, the bootstrapping results revealed that both compassion and positive emotion mediate the positive relationship between positive leadership and organizational identification. The empirical results broaden the understanding of the mechanisms through how positive leadership could bring positive effects at work, such as employee organizational identification. Thus, from the managerial perspective, organizations could emphasize the importance of positive leadership at work, and provide the managers with opportunities to develop their positive leadership.
... The role of leader behaviours in increasing occupational health is well established in the literature (for a review, please see Inceoglu et al. 2018). Managers not only have a direct influence over employee health and well-being through daily social interactions (e.g., expressing care and concern, praising, uplifting the mood with humour; Kelloway et al. 2013), but also they have an indirect effect through job design (e.g., regulating daily work activities, adapting the work environment; Gulseren et al. 2019). Our findings show that managers who show concern for their employees' pain problems, direct them to resources to alleviate their issues, or make modifications at work to support them play a key role in their success. ...
Chronic pain is broadly defined as pain persisting for more than three months. Although chronic pain is a commonly studied topic in many fields, very little is known about the work experiences of employees experiencing chronic pain beyond return-to-work studies. This current study explored how full-time employees with severe chronic pain (N = 13) experienced work. Content analysis of the interview responses resulted in eight themes. These are: (1) the individualistic nature of pain experience, (2) disruption of work tasks, (3) communicating pain, (4) pain management, (5) work management, (6) managerial support, (7) collegial support, and (8) organizational policies and resources. These findings can provide a foundation for future theoretical and quantitative studies on chronic pain and work. Practical implications of this study involve policy changes and organizational interventions to improve working conditions for employees with chronic pain.
... In fact, many studies have been conducted on the psychological health and these studies are mostly oriented towards the complex relationships between leaders and their followers (Avolio et al., 2009). Also Kelloway et al. (2013) claimed that there is a correlation between the positive forms of leadership and employees' psychological health at work. ...
... Positive leaders may implement HRM practices with a precise focus on employees' well-being. It is because positive leadership behavior positively influences employees' positive emotions and positively predicts employees' well-being (Kelloway et al., 2013). Positive leaders enacting the features of psychological capital (i.e., resilience, self-esteem, hope, and optimism) enhance employees' positivity and performance (Avey et al., 2011). ...
The long-term success of organizations is mainly attributable to employees’ psychological health. Organizations focusing on promoting and managing the flow (an optimal experience and optimal functioning state) may enhance employees’ well-being and performance to an optimum level. Surprisingly, the literature representing the role of HRM practices for their effect on work-related flow (i.e., intrinsic motivation, absorption, and work enjoyment) is very sparse. Accordingly, by drawing primarily on the job demands-resources model and HRM specific attribution theory, this paper develops a theoretical framework that unravels the effectiveness of specific organizational level High Involvement HRM (HIHRM) practices (i.e., recognition, empowerment, information sharing, fair rewards, and competence development) in activating the individual level work-related flow with beneficial effect and mediating role of affective commitment. In addition to highlighting the underlying mechanisms that may cause HIHRM practices to be regarded as resources and sometimes as demands, this paper especially proposes that these practices implemented with a focus to promote employee well-being are perceived as job resources and may positively influence affective commitment and flow, whereas these practices used as a demand to increase performance are perceived as job demands and may hinder affective commitment and flow. It is further significant to understand the possible moderating effects of emotional intelligence on the relationships among HIHRM practices, affective commitment, and flow. The paper augments the knowledge and understanding of the impact process of HIHRM practices, in particular how the HIHRM effect is sensed by the workers and thus, influences their succeeding job attitude and work experience. Finally, this work, as the first paper to link HIHRM practices with work-related flow, promotes the concept of positive psychology in the workplace.
... Whereas dark personality traits often result in more destructive and less effective leadership, bright personality traits often have the opposite effects. The top executive personality research on the effects of dark and positive personality traits, in turn, often mirrors the effects of destructive (Schyns & Schilling, 2013) and positive (Kelloway, Weigand, McKee, & Das, 2013) forms of leadership on important follower outcomes, such as commitment, job satisfaction, and performance. ...
The top executive personality literature has grown significantly in recent years. We review this literature, consider its contributions to leadership research and practice, and discuss how future research on top executive personality should draw more heavily on the broader leadership literature. The paper first describes the top executive context and highlights the advantages and challenges of studying top executives. We then review the top executive personality literature in four areas that capture the bulk of the research: leadership of human resources, ethical leadership, strategic leadership and corporate governance, and firm performance. We examine how the top executive personality research in each area compares with other research on leaders’ and their personalities that has been conducted on similar topics. The paper concludes with a future research agenda, which identifies other leader, team, and contextual considerations to advance our understanding of top executive personality and its influence. We also address methodological challenges related to measurement and endogeneity, because they are important for theory development and have received much attention in top executive personality research. In short, our paper examines how the literatures on top executives and leadership inform one another, and it helps lay a foundation for integrating these literatures more thoroughly.
... In fact, many studies have been conducted on the psychological health and these studies are mostly oriented towards the complex relationships between leaders and their followers (Avolio et al., 2009). Also Kelloway et al. (2013) claimed that there is a correlation between the positive forms of leadership and employees' psychological health at work. ...
... Interestingly, budding recent research suggests that an inclusive climate can have a positive indirect influence on employee wellbeing, effectiveness, and innovativeness (Guillaume et al., 2013). This is noteworthy given that research on leadership behaviors has been positively linked to similar outcomes (Kelloway, Weigand, McKee, & Das, 2013;Yidong & Xinxin, 2013). Taken together, it appears that leader inclusive behaviors foster a climate for inclusion. ...
... Interestingly, budding recent research suggests that an inclusive climate can have a positive indirect influence on employee well-being, effectiveness, and innovativeness (Guillaume et al., 2013). This is noteworthy given that research on leadership behaviors has been positively linked to similar outcomes (Kelloway, Weigand, McKee, & Das, 2013;Yidong & Xinxin, 2013). Taken together, it appears that leader inclusive behaviors foster a climate for inclusion. ...
Drawing on Hogg’s (2001) social identity approach to leader and follower dynamics (see also Hogg & van Knippenberg, 2003), this conceptual paper presents a dyadic theoretical model to illustrate the process effects of leader self-disclosure - or sharing a personal story of a moment when the leader felt emotionally, physically, or spiritually hurt - on follower perceptions of inclusion in the work environment. The paper first reviews research on self-disclosure, diversity and inclusion. The analysis suggests that a leader’s self-disclosure to followers will positively influence followers' identity overlap with leaders followed with subsequent positive influence on followers' perceptions of climate for inclusion - or, a sense of belongingness to one's work group and uniqueness among members' of one's work group. Further, a follower’s trust toward his or her leader is proposed to mediate the positive effect of follower identity overlap with leaders on followers' perceptions of an inclusive climate. Overall, this research contributes to understanding how self-disclosure functions in leader-follower dyads to facilitate identity overlap and follower perceptions of climate for inclusion.
هدفت الدراسة إلى تحليل أثر القيادة الإيجابية في الاستغراق الوظيفي من خلال الذكاء العاطفي في الجامعات السعودية. ولتحقيق أهداف الدراسة واختبار فرضياتها تم استخدام المنهج الوصفي التحليلي الارتباطي، وتم استخدام الاستبانة كأداة رئيسية لجمع البيانات، وتكونت عينة الدراسة (وحدة التحليل) من 210 قائداً من القيادات الأكاديمية في الجامعات السعودية. وتوصلت نتائج الدراسة إلى وجود تأثير ذي دلالة إحصائية للقيادة الإيجابية بأبعادها المختلفة في الاستغراق الوظيفي، وكشفت الدراسة أن هناك تأثيراً للقيادة الإيجابية في الذكاء العاطفي، علاوة على وجود أثر للذكاء العاطفي في الاستغراق الوظيفي، مع وجود أثر غير مباشر للذكاء العاطفي كمتغير معدل في العلاقة بين القيادة الإيجابية والاستغراق الوظيفي. وأوصت الدراسة بضرورة تنمية مهارات القيادة الإيجابية لدى القيادات بما يتوافق والأهداف الرئيسية للجامعات السعودية.
Research shows that positivity is critical for leaders and for higher organizational performance and success. Positive leadership refers to the implementation of varied positive practices that enable teachers and schools to fulfil their highest potential, succeed at work, experience elevating energy, and attain higher levels of effectiveness that could not be achieved in other ways. The components of this model and its antecedents are discussed in light of unique educational contexts.
In the last 18 years, positive leadership turned into a highly discussed and researched topic within in the research field of positive psychology. Due to the integration of positive psychology into the broad field of the leadership research, positive leadership gained much attention because of its revolutionary implications for practitioners. Positive leadership can be separated into three main directions. First, positive leadership can be seen as a personality model. Second, it can be considered as a model, which focuses on organisational culture. The third, and most important model for the current study combines leadership and Seligman’s Wellbeing Theory, which consists of five dimensions (Positive Emotions, Engagement, Positive Relationships, Meaning, Accomplishment), namely the PERMA-Lead model. Additionally, the current study focuses on employees from the service industries and tourism, therefore Austrian restaurants and hotels from urban and rural regions were investigated. This sample is regarded as highly important, because employees in this sector are at high risk of suffering from work related stress. With regard to previous studies it was shown, that a positive style of leadership significantly influences the health of the employees. Therefore, the current study focuses on the investigation of positive leadership, chronic stress and burnout regarding the service industries and tourism. Additionally, the PERMA-Lead scores of the service industries and tourism are compared to a general employee sample.
For the current investigation a total sample of N=103 participants completed a paper-pencil survey. To examine the amount of chronic stress, the Screening Scales for Chronic Stress (SSCS) were utilised. To assess the amount of burnout in the sample, two scales of the Burnout Screening Scales (BOSS) were used. Finally, participants completed a special form of the PERMA-Lead, which enables a rating of the leaders of each company and illustrates the perception of positive leadership within the company from the perspective of the employees. To evaluate the data, two regression models, a mediation analysis and a t-test were conducted.
The PERMA-Lead model can predict chronic stress and burnout significantly. A higher perceived positive leadership style is associated with lower chronic stress and burnout scores. With regard to the analysis of the five dimensions of the PERMA-Lead individually, Positive Emotions were the strongest predictor of chronic stress and burnout which means that leaders shall focus on the increase of Positive Emotions within their company. Regarding the mediation analysis, no significant associations of PERMA-Lead and burnout when mediating for chronic stress were found. A reason for this could be due to the similar constructs of chronic stress and burnout. Considering the results of the t-test, no significant differences of the service industries and tourism and the general employee sample were found. When comparing each of the five dimensions of PERMA-Lead individually in a t-test, the dimensions Positive Emotions and Positive Relationships have shown significantly higher scores in the service industriesand tourism whereas the dimension accomplishment scored significantly lower than the general employee sample.
These results point out that leaders in this field use the potential of Positive Emotions and Positive Relationships and enable both during work in comparison to leaders from other sectors. Moreover, the results of the current study show the potential of a positive leadership style and its benefits for the employees’ health. Future studies should replicate these results in different sectors to show the potential of PERMA-Lead and its implications on the employees’ health. Another possibility is the examination of intercultural samples to investigate the correlations of PERMA-Lead, chronic stress and burnout in a more holistic way. Finally, intervention studies are the next step to show the effects of PERMA-Lead and potential causality within this research topic.
The concepts of positive psychology and positive organizational scholarship emphasize the value of employees’ positive emotions and satisfaction for organizations to thrive. However, conceptions of positive practices or virtuousness emanating from managers are not yet fully established and suffer from incompleteness and inconsistency. This study establishes a framework that holistically and coherently captures management practices that lead to satisfaction among employees, applying text mining and unsupervised machine learning methods to a large sample of employee reviews (n = 5,650). The framework of positive management practices (PMP) encompasses the six dimensions of respectful interaction, open communication, interpersonal support, reasonable instructions, intellectual support, and managerial competence. In a subsequent analysis, this study finds a positive association between PMP at the organizational level and firm profitability, indicating that companies should ensure that employees in leadership positions understand and adopt PMP.
Contemporary business world is characterized by volatility, uncertainty, complexity and ambiguity and is popularly known as VUCA world. This uncontrollable negative spiral in today’s workplace requires organizational leaders to instil stability, safety, hope and meaning. Organizational experts believe that positive leadership of an organization can guide and show the right directions to its people for achieving organizational goals even in the face of trouble and adversity. Keeping this in view, the present paper purports to develop a comprehensive conceptual framework for examining the relationship between positive leadership and organizational effectiveness. This paper also attempts to establish the intervening role of organizational citizenship behaviour and emotional intelligence on the relationship between positive leadership and organizational effectiveness. Researchers undertook an in-depth and extensive literature survey in order to critically examine the impact of positive leadership on organizational effectiveness. The review provides a comprehensive framework to develop a conceptual model of positive leadership in the organizational context. The proposed conceptual framework would enable researchers and management experts gain a deeper and nuanced understanding of the role of positive leadership in producing improved organizational functioning and effectiveness. The paper offers multiple practical implications for HR practitioners and management experts which if properly utilized would prove to be useful in fostering positive leadership skills in the organizations through effective leadership development interventions and executive coaching programmes, leading to better performance of the employees. The study contributes to deeper and nuanced understanding of the construct of Positive Leadership and proposes a new conceptual model suited to the Indian context.KeywordsPositive leadershipOrganizational effectivenessOrganizational citizenship behaviourEmotional intelligence
The introduction touches upon the deliverables of psychology for the development of contemporary society. It commences the deliberation with the emphasis on human happiness. Vouching for the all-time contribution of psychology, the chapter suggests for augmentation of deliverables corroborating with the change in need patterns of the human being in different behavioural contexts. The four contexts as expounded in this volume, namely—identity and relationship, community, employment and culture—have been emphasized in this introductory description.KeywordsDeliverablesDevelopmentHappinessRelationshipCommunityEmploymentCulture
Leadership is a fundamental part of a company’s day-to-day operations and a critical factor in its success. This case study aims to demonstrate that a single manager can lead by actually using the full range of the Full Range Leadership Model (FRLM). It also aims to provide anapproach to the fact that the leadership style in turn influences the led manager’s leadership style. To this end, a qualitative study was conducted using three in-depth interviews and several observations. The results indicate that a manager can implement all leadership styles of the Full Range Leadership Model in practice. It could also be observed that the leadership style of the managerled by the CEO is influenced by the CEO’s own leadership style.
span>Pengawasan kepala sekolah kepada guru di sekolah merupakan salah satu acuan bagi guru untuk melaksanakan pembelajaran. Penelitian ini bertujuan untuk mengetahui pengaruh pengaruh supervisi kepala sekolah terhadap kinerja guru. Penelitian ini dilakukan di SMP Negeri 2 Kinali Pasaman Barat sampel penelitian sebanyak 60 orang guru yang diambil secara purposive sampling. Hasil penelitian menunjukkan bahwa terdapat kontribusi supervisi Kepala Sekolah terhadap Kinerja Guru sebesar 27,9%</span
The influence of intellectualization on the labor market has been investigated in the article. It was identified that under the present-day conditions, intellectualization is a factor of both constructive and destructive structural changes in the economy. It was revealed that in relation to the labor market intellectualization leads to reduction or complete disappearance of demand for certain professions and to the reduction in the number of jobs and soaring unemployment rate. Despite this, the intellectualization of the economy determines the development of new positions that requires the formation of new professional competencies of employees. Self-regulatory mechanisms have already been launched in the labor market and accelerated structural changes in the economy (in particular, caused by the intensive development of the gig economy). The existing analytical scenarios of possible events have been analyzed and due to this, disparities in the labor market has been determined. It is vital to make changes in institutional support (contracts, social guarantees, etc.), improve tools of state labor market regulation, foster dialogue, and public-private partnership to overcome, as well as equalize structural disparities in the economy.
The research aimed to identify positive leadership behaviors in a public institution shaken by an ethical crisis. The theoretical framework of positive organizations was adopted in order to identify the best in the organization. The study finds opportunity for awareness when society urges the Public Administration to adopt ethical actions and sustainable results. A qualitative research was conducted through case study during 2018. Fifteen employees were interviewed, with an average age of 46 years, and standard deviation of 6.84, being 66.6% male. The interviews focused on the Discovery and Dream phases of the Appreciative Inquiry 4-D model, with the Positive Leadership as an affirmative topic. The result was the identification of the groups of positive values: social relations, commitment and communication. So, the appreciative approach served as an incentive to identify the positive leadership experiences lived in the institution.
Abstract: Well-being of employees resonates nowadays in debates of academics, entrepreneurs or politicians fighting for the votes before elections. The company’s management where employees perceive the working environment well organised, inspiring, motivating with justice in rewarding creates employees’ loyalty to the company where they work. This is transformed into higher working morale leading to diligent and high-quality performance which should be reflected in the firm’s successful results. The research object is factors of responsible management focusing on human resource management that may eventually contribute to the successful results of the company. The objectives of this scientific paper are to examine and critically analyse three managerial approaches that directly or indirectly incorporated the concept of the well-being of employees into short-run or long- run managerial work connecting past ideas (represented by Chinese philosophers and Tomas & Antonin Bata’s responsible management) with the present ones (selected Open-book management) into a common goal valid for centuries, that is profit for everybody.
Keywords:, Chinese traditional culture, open-book management, profit sharing, responsible management,
Bu makalenin amacı pozitif liderliğin, çalışanların işyerinde duygusal iyi oluşları üzerine etkilerinin
araştırılmasıdır. Araştırmanın yöntemi; Kuramsal açıdan bu çalışmada tümevarım yöntemi esas alınmış
ve varsayımlar çerçevesinde belirlenen hipotezler arasındaki ilişkiler analiz edilmiştir. Veri toplama
araçları; demografik özelliklere yönelik sorular, “Pozitif Liderlik Ölçeği” ve “Duygusal İyi Oluş Ölçeği”
şeklinde sıralanabilir. Katılımcıları basit tesadüfi örneklem seçimi tekniği ile belirlenmiş ve anketler
Kahramankazan ilçesinde faaliyetlerini sürdüren metal yapı malzemeleri imalatı yapan işletmelerde
çalışmakta olan 465 kişiye uygulanmıştır. Yapılan analizler sonucunda: özerkliğin; yaşam amacı, kendini
kabullenme ve insanlarla olumlu ilişkiler üzerinde pozitif etkiye sahip olduğu; ayrıca, güçlendirmenin,
çevresel hakimiyet ve kendini kabullenme üzerinde pozitif etkiye sahip olduğu ve bireysel ilginin, yaşam
amacı üzerinde pozitif etkiye sahip olduğu tespit edilmiştir.
Anahtar Kelimeler: Pozitif Liderlik, Duygusal İyi Oluş, Özerklik, Yönetsel Yetkinlik, Personel
Güçlendirme.
Jel Kodları: M, M1, M12
Abstract
The purpose of this article is to investigate the effects of positive leadership on the emotional well-being of
the employees in the workplace. From a theoretical point of view, the inductive method was taken as a basis
in this study and the relations between the hypotheses determined within the framework of the assumptions
were analyzed. Data collection tools; Questions about demographic characteristics can be listed as
“Positive Leadership Scale” and “Emotional Well-Being Scale”. The participants were determined by
simple random sampling technique and the questionnaires were applied to 465 people working in metal
building materials manufacturing enterprises operating in Kahramankazan district. As a result of the
analysis: autonomy; it has a positive effect on life purpose, self-acceptance and positive relationships with
people; It was also found that empowerment had a positive effect on environmental mastery and self�acceptance, and Individual attention had a positive effect on life purpose.
Keywords: Positive Leadership, Emotional Well-Being, Autonomy, Managerial Competence, Staff
Empowerment
Demut wäre nicht erstrebenswert, wenn sie nicht messbare Effekte zeigen würde. In den letzten zehn Jahren hat die Forschung in hunderten von Projekten messbare, zum überwiegenden Teil positive Ergebnisse von Demut festgestellt. Sie lassen sich in drei Gruppen einteilen: Auswirkungen einer demutsvollen Führungskraft auf die Mitarbeiter (z. B. in Bezug auf Leistung oder Kreativität), Resultate für das gesamte Unternehmen (z. B. in Bezug auf Strategie oder Kultur), sowie Konsequenzen für die Führungskraft selber (z. B. in Bezug auf Leistung oder Stress).
Die Chancen und Risiken der Digitalisierung für die Möglichkeit der Vereinbarkeit von sinnstiftender Arbeit, Wohlbefinden und Unternehmenserfolg - Wie kann durch Führung und Arbeitsorganisation "gute Arbeit" in einer digitalen Arbeitswelt geschaffen werden? (Überblicksmäßige Betrachtung)
Raziskovalno vprašanje (RV): Katere kompetence menedžerjev, glede na način vodenja, so
ključne za dobro počutje in zavzetost zaposlenih?
Namen: S pregledom literature najti kompetence, ki jih potrebuje menedžer dobrega počutja ter
preučiti razlike med ZDA, EU in Slovenijo.
Metoda: Pregledali smo strokovno literaturo na temo kompetenc menedžerjev dobrega počutja v
ZDA, EU in Sloveniji. Literaturo, ki se nanaša samo na delovno populacijo, smo razvrstili po
principu IGLO (individualna raven, skupinska raven, raven vodje in organizacijska raven). Rezultate
raziskav smo primerjali znotraj raziskovalnih okvirjev EU in ZDA ter Slovenije in rezultate kritično
ovrednotili.
Rezultati: Vsem državam/področjem je skupno, da podjetja ne bodo pozitivno poslovala brez
uspešnega vodje. Uspešen vodja mora imeti širok nabor kompetenc. Njegova naloga ni le ustrezno
vodenje poslov, organizacija dela, doseganje korporativnih ciljev in visokega dobička, ampak
predvsem delo in odnos z zaposlenimi. Dober menedžer/vodja je v prvi vrsti človek. Zaveda se
pomena vodenja in potrebe po stalnem razvoju veščin dobrega vodenja v hitro spreminjajočem se
svetu. Za ustvarjanje vzdušja po volji večine mora stalno zbirati povratne informacije zaposlenih.
Organizacija: Kompetenten menedžer je ključen za dolgoročen uspeh organizacije. Če menedžer
ne vlaga v odnos z zaposlenimi in ne zgradi potrebnih povezav z ljudmi, so cilji organizacije težko
dosegljivi ali celo neuresničljivi. Kompetence menedžerjev obsegajo več nivojev: od socialnih
veščin, osebnostne zrelosti, usmerjenosti v izobraževanje ter nenehno izboljševanje na osebnem in
profesionalnem področju. Z uporabo navdihujočih opomb lahko vodje ustvarijo občutek smiselnosti,
medtem ko taktika pritiska zmanjšuje smiselnost in zavzetost zaposlenih.
Družba: Vodja z razvitimi menedžerskimi kompetencami pozitivno vpliva na zaposlene, povečuje
zavzetost in produktivnost zaposlenih., zmanjšuje fluktuacijo zaposlenih, omogoča večjo
produktivnost in s tem dobičkonosnost podjetja. Uspešno podjetje lahko pozitivno vpliva na lokalno
skupnost, širšo družbo ter naravno okolje.
Originalnost: V času globalizacije in znanstveno-raziskovalne usmerjenosti, članek izpostavi
usmerjenost menedžerskih kompetenc v človeške vrednote, ki so ključne za doseganje ciljev.
Originalnost prispevka je v primerjavi menedžerskih kompetenc med tremi področji – ZDA, EU in
Slovenijo, ki prikaže podobnosti in razlike v pristopu upravljanja organizacij.
Omejitve/nadaljnje raziskovanje: Omejitev članka predstavlja manjše število člankov izbranih za
primerjavo. Na podlagi večjega vzorca člankov, bi dobili bolj relevantne rezultate. Ocenjevanje
zavzetosti zaposlenih in ustreznosti menedžerskih kompetenc v večini primerov sloni na subjektivni
oceni. Potreben bi bil poudarek na posameznih veščinah in vzporedno merjenje učinka.
Although researchers have confirmed the relationship between positive leadership styles and work–family enrichment, benevolent leadership has received little attention. Drawing from the concept of mood contagion, this study explores the underlying mechanism between benevolent leadership and work–family enrichment. Using a survey of 459 employees, across 36 supervisors and their work groups, and multilevel structural equation modeling, this study revealed that benevolent leadership is positively associated with work–family enrichment via cross‐level paths. The results indicated that benevolent leadership is associated with positive group affective tone, which further predicts subordinates’ work–family enrichment. Moreover, work engagement mediates the relationship between positive group affective tone and work–family enrichment. Theoretical and practical implications are discussed.
This article is protected by copyright. All rights reserved.
This chapter argues that positive leadership that grows out of positive psychology and strengths-based leadership theories has its own blind spot, which must be overcome in order to understand the process of authentic change and workplace transformation. Various philosophical, religious, and cultural worldviews are used to indicate the interconnected and interdependent nature of positivity and negativity that exists in the physical, biological, and spiritual world. Such an honest, balanced, and integrative approach to what is perceived to be positive (yang) and negative (yin) may overcome the blind spot of positive leadership and pave the way for mutually inclusive yin-yang leader-follower relationships in organizations toward authentic change and workplace transformation.
A growing body of literature suggests that organizational leadership is linked to a wide variety of employee outcomes, both positive and negative, relevant to occupational health and safety. All organizations have individuals in a leadership role, but few researchers consider leadership training as an effective intervention. This may be because such studies are difficult to conduct and because the target, being the employees, is indirect. In this paper for the special edition of Work & Stress, we review studies linking leadership to individual well-being and safety in organizations. These include studies concerning leadership style, abusive supervision and organizational fairness. We highlight intervention studies that suggest that these linkages are causal and that leadership development, usually in the form of training, is an effective intervention in occupational health psychology. It is proposed that leadership development should be a main target for research on interventions in Occupational health psychology. The characteristics of leadership development interventions and directions for future research are discussed.
Poor leadership Authors' Note: Preparation of this chapter was supported by funding from the Nova Scotia Health Research Foundation to the first and third authors and from the Social Sciences and Humanities Research Council of Canada to the first and fourth authors. An aggressive, bullying boss I used to work for would build himself up into a state of rage at least three times a week. He once became so enraged that he actually threw the office kettle out of the window shouting, “You're not drinking my tea and coffee!” as staff looked on in disbelief. My boss really drove me up the wall to a point where I started developing stomach problems, which my doctor linked to stress. My husband worked for the NHS and became the target of the department bully. When he stood up for himself, the manager stood behind his desk waiving his fists and saying ...
The relationship between employees’ perceptions of their managers’ transformational leadership style and employees’ psychological well-being was examined in two studies. In Study 1, trust in the leader fully mediated the positive relationship between perceptions of managers’ transformational leadership and employee psychological well-being in a cross-sectional sample (n=436). Study 2 (n=269) (1) replicated the mediated effect found in Study 1; (2) extended the model by showing that active management-by-exception and laissez-faire behaviours negatively affected employee psychological well-being by reducing trust in the manager; and (3) excluded the possibility that these results were accounted for by individual differences or liking of the manager. Theoretical and practical applications, as well as directions for future research are discussed.
Investigated whether emotional intelligence (EQ) is associated with the use of transformational leadership in 49 managers. Managers completed questionnaires assessing their own emotional intelligence and attributional style; their subordinates (n = 187) provided ratings of their transformational leadership. Controlling for attributional style, multivariate analyses of covariance showed that three aspects of transformational leadership (i.e. idealized influence, inspirational motivation, and individualized consideration) and constructive transactions differed according to level of emotional intelligence. In contrast, no multivariate effects emerged for transactional leadership (i.e. laissez faire or management-by-exception). Some suggestions for future research are offered.
Factor-analytic evidence has led most psychologists to describe affect as a set of dimensions, such as displeasure, distress, depression, excitement, and so on, with each dimension varying independently of the others. However, there is other evidence that rather than being independent, these affective dimensions are interrelated in a highly systematic fashion. The evidence suggests that these interrelationships can be represented by a spatial model in which affective concepts fall in a circle in the following order: pleasure (0), excitement (45), arousal (90), distress (135), displeasure (180), depression (225), sleepiness (270), and relaxation (315). This model was offered both as a way psychologists can represent the structure of affective experience, as assessed through self-report, and as a representation of the cognitive structure that laymen utilize in conceptualizing affect. Supportive evidence was obtained by scaling 28 emotion-denoting adjectives in 4 different ways: R. T. Ross's (1938) technique for a circular ordering of variables, a multidimensional scaling procedure based on perceived similarity among the terms, a unidimensional scaling on hypothesized pleasure–displeasure and degree-of-arousal dimensions, and a principal-components analysis of 343 Ss' self-reports of their current affective states. (70 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Investigated the effect of leadership training and counseling feedback on subordinates’ perceptions of transformational leadership. A total of 40 organizational leaders participated in a 2 (training) × 2 (feedback) design. Data from 180 subordinates showed that both training and feedback resulted in increased subordinate perceptions of leaders’ transformational leadership. Results suggest that both training and feedback are effective means of changing leadership behaviors but that the combination of training and feedback did not result in enhanced transformational leadership.
Results of a primary meta-analysis indicated a significant main effect of the organizational behavior modification (O.B. Mod.) approach on task performance [d. =.51; a 17 percent increase) and a significant treat ment-by-study interaction. To account for within group heterogeneity of effect sizes, we conducted a two-level theory driven moderator analysis by partitioning the sample of studies first into manufacturing and service groups and then into seven classes of reinforcement interventions. Results indicated a stronger average effect of O.B.,I lod, in manufacturing organizations, moderation by the type of contingent interventions, and ''pairwise'' differences among average effect sizes in both organizational types. The practical implications of these findings for solving the challenge of improving performance without adding cost are discussed.
The purpose of these studies was to develop a valid measure of trait gratitude, and to evaluate the relationship of gratitude to subjective well-being (SWB). Four studies were conducted evaluating the reliability and validity of the Gratitude Resentment and Appreciation Test (GRAT),
a measure of dispositional gratitude. This measure was shown to have good internal consistency and temporal stability. The GRAT was shown to relate positively to various measures of SWB. In two experiments, it was shown that grateful thinking improved mood, and results also supported the predictive
validity of the GRAT. These studies support the theory that gratitude is an affective trait important to SWB.
The leader–member exchange (LMX) literature is reviewed using meta-analysis. Relationships between LMX and its correlates are examined, as are issues related to the LMX construct, including measurement and leader–member agreement. Results suggest significant relationships between LMX and job performance, satisfaction with supervision, overall satisfaction, commitment, role conflict, role clarity, member competence, and turnover intentions. The relationship between LMX and actual turnover was not significant. Leader and member LMX perceptions were only moderately related. Partial support was found for measurement instrument and perspective (i.e., leader vs. member) as moderators of the relationships between LMX and its correlates. Meta-analysis showed that the LMX7 (7-item LMX) measure has the soundest psychometric properties of all instruments and that LMX is congruent with numerous empirical relationships associated with transformational leadership. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Responds to comments by A. C. Bohart and T Greening, S. B. Shapiro, G. Bacigalupe, R. Walsh, W. C. Compton, C. L. McLafferty and J. D. Kirylo, N. Abi-Hashem, A. C. Catania, G. K. Lampropoulos, and T. M. Kelley (see records
2002-15384-010,
2002-15384-011,
2002-15384-012,
2002-15384-013,
2002-15384-014,
2002-15384-015,
2002-15384-016,
2002-15384-017,
2002-15384-018, and
2002-15384-019, respectively) on the January 2000, Vol 55(1) special issue of the
American Psychologist dedicated to positive psychology. M. E. P. Seligman and M. Csikszentmihalyi expand on some of the critical themes discussed in the commentaries. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Whether you're a manager, company psychologist, quality control specialist, or involved with motivating people to work harder in any capacity—Locke and Latham's guide will hand you the keen insight and practical advice you need to reach even your toughest cases. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
A pretest-posttest control-group design (
N = 20) was used to assess the effects of transformational leadership training, with 9 and 11 managers assigned randomly to training and control groups, respectively. Training consisted of a 1-day group session and 4 individual booster sessions thereafter on a monthly basis. Multivariate analyses of covariance, with pretest scores as the covariate, showed that the training resulted in significant effects on subordinates' perceptions of leaders' transformational leadership, subordinates' own organizational commitment, and 2 aspects of branch-level financial performance. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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 problem complexity 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.
Think of the best leader you ever had. It could be a supervisor, a teacher, a sports coach or anyone that stands out in your mind as a leader. Take a few minutes and note down what it is that this individual did that made him/her a trulyeffectivleader''. Please don't tell us how they made you feel; rather, focus on what they did to make you feel that way. If you are like the thousands of individuals that we have had complete this exercise over the past several years, it is likely that the behaviors that you identify as being characteristic of effective leadership fall into the four dimensions that comprise the central tenets of transformational leadership (Bass, 1998). Bass (1990, p. 2) defines transformational leadership as a superior form of leadership that occurs whenleadebroaden and elevate the interests of their employees, when they generate awareness and acceptance of the purposes and the mission of the group and when they stir their employees to look beyond their own self-interest for the good of the group '' (see Bass (1998) or Avolio (1999) for an extended discussion of transformational leadership). Bass goes further to suggest that there are four dimensions that comprise transformational leadership behaviors, namely idealized influence, inspirational motivation, intellectual stimulation and individualized consideration. Idealized influence occurs when leaders engender the trust and respect of their followers by doing the right thing rather than ensuring they do things right. When they focus on doing the right thing, they serve as role models. Leaders who engage in inspirationalmotivatiòraise the bar'' for their employees, encouraging them to achieve levels of performance beyond their own expectations. They do so by using stories and symbols to communicate their vision and their message. Intellectual stimulation involves engaging the rationality of subordinates, getting them to challenge their assumptions and to think about old problems in new ways. Leaders who engage in intellectual stimulation no longer answer all their employees' questions; instead, they now help their employees to answer all their own questions. Finally, individualized consideration deals with treating employees as individuals, by being compassionate, appreciating and responding to their needs, and recognizing and celebrating their achievements.
Purpose
The purpose of this study is to hypothesize and test a conceptual model linking concepts of leadership and positive organizational behavior to a reduction in employee negativity, with empowerment as an important mediator in the causal relationships.
Design/methodology/approach
A heterogeneous sample of 341 working adults completed survey measures as two separate points in time. Confirmatory factor analysis was used to validate psychometric properties of instruments, and path analysis using structural equation modeling software was used to test hypotheses.
Findings
As hypothesized, both transformational leadership ( β =0.27) and positive psychological capital (hope, efficacy, resilience and optimism) ( β =0.61) were significantly related to feelings of empowerment. Empowerment was significantly related to intentions to quit ( β =−0.38) but not employee cynicism. Empowerment also fully mediated the relationship between the independent variables and intentions to quit.
Research limitations/implications
A convenience sampling method limited the generalizability of results. Causal and longitudinal research designs would extend findings discussed here. Implications for management are significant in terms of countering employee negativity using leadership processes, employee selection and development.
Originality/value
This study offers the first conceptual model integrating emerging concepts from positive organizational behavior, in the form of positive psychological capacities, with validated leadership models (transformational leadership). Both were suggested to influence negative outcomes, with empowerment as an effective mediator of these relationships. Findings generally support the hypotheses advanced herein.
In this study, we provide the conceptual background, meta-analyze available behavioral management studies (N= 72) in organizational settings, and examine whether combined reinforcement effects on task performance are additive (sum of individual effects), redundant (combined effects are less than the additive effects), or synergistic (combined effects are greater than the sum of the individual effects). We found a significant overall average effect size of (d.) = .47 (16% improvement in performance; 63% probability of success), and a significant within-group heterogeneity of effect sizes. To account for this variation, we conducted a theory-driven moderator analysis, which indicated that money, feedback, and social recognition each had a significant impact on task performance. However, when these 3 reinforcers were used in combination, they produced the strongest (synergistic) effect on task performance. Based on our findings, we offer directions for future research, and suggestions for effective application of behavioral management at work.
Extrapolating from B. L. Fredrickson's (1998, 2001) broaden-and-build theory of positive emotions, the authors hypothesized that positive emotions are active ingredients within trait resilience. U.S. college students (18 men and 28 women) were tested in early 2001 and again in the weeks following the September 11th terrorist attacks. Mediational analyses showed that positive emotions experienced in the wake of the attacks - gratitude, interest, love, and so forth - fully accounted for the relations between (a) precrisis resilience and later development of depressive symptoms and (b) precrisis resilience and postcrisis growth in psychological resources. Findings suggest that positive emotions in the aftermath of crises buffer resilient people against depression and fuel thriving, consistent with the broaden-and-build theory. Discussion touches on implications for coping.
The effect of a grateful outlook on psychological and physical well-being was examined. In Studies 1 and 2, participants were randomly assigned to 1 of 3 experimental conditions (hassles, gratitude listing, and either neutral life events or social comparison); they then kept weekly (Study 1) or daily (Study 2) records of their moods, coping behaviors, health behaviors, physical symptoms, and overall life appraisals. In a 3rd study, persons with neuromuscular disease were randomly assigned to either the gratitude condition or to a control condition. The gratitude-outlook groups exhibited heightened well-being across several, though not all, of the outcome measures across the 3 studies, relative to the comparison groups. The effect on positive affect appeared to be the most robust finding. Results suggest that a conscious focus on blessings may have emotional and interpersonal benefits.
Handwritten autobiographies from 180 Catholic nuns, composed when participants were a mean age of 22 years, were scored for emotional content and related to survival during ages 75 to 95. A strong inverse association was found between positive emotional content in these writings and risk of mortality in late life (p < .001). As the quartile ranking of positive emotion in early life increased, there was a stepwise decrease in risk of mortality resulting in a 2.5-fold difference between the lowest and highest quartiles. Positive emotional content in early-life autobiographies was strongly associated with longevity 6 decades later. Underlying mechanisms of balanced emotional states are discussed.
This book draws from a foundation of positive psychology and recently emerging positive organizational behavior (POB). Its purpose is to introduce the untapped human resource capacity of psychological capital, or simply PsyCap. This PsyCap goes beyond traditionally recognized human and social capital and must meet the scientific criteria of theory, research, and valid measurement. To distinguish from other constructs in positive psychology and organizational behavior, to be included in PsyCap the resource capacity must also be 'state-like' and thus open to development (as opposed to momentary states or fixed traits) and have performance impact. The positive psychological resource capacities that meet these PsyCap criteria - efficacy (confidence), hope, optimism, and resilience - are covered in separate chapters. These four resource capacities are conceptually and empirically distinct, but also have underlying common processes for striving to succeed and when in combination contribute to a higher-order, core construct of psychological capital. Besides these four, other potential positive constructs such as creativity, wisdom, well being, flow, humor, gratitude, forgiveness, emotional intelligence, spirituality, authenticity, and courage are covered in Chapters 6 and 7. The concluding Chapter 8 summarizes and presents the research demonstrating the performance impact of PsyCap, the PsyCap questionnaire (PCQ) for measurement and the PsyCap Intervention (PCI) for development. Utility analysis indicates that investing in the development of PsyCap can result in a very substantial return. In total, this book provides the theory, research, measure, and method of application for the new resource of Psychological Capital that can be developed and sustained for competitive advantage.
Positive Organizational ScholarshipTowards a Research Agenda for Positive Occupational Health PsychologyConclusion
References
Transformational Leadership, Second Edition is intended for both the scholars and serious students of leadership. It is a comprehensive review of theorizing and empirical research that can serve as a reference and starting point for additional research on the theory. It can be used as a supplementary textbook in an intense course on leadership--or as a primary text in a course or seminar focusing on transformational leadership. New in the Second Edition: New, updated examples of leadership have been included to help illustrate the concepts, as well as show the broad range of transformational leadership in a variety of settings. New chapters have been added focusing specifically on the measurement of transformational leadership and transformational leadership and effectiveness. The discussion of both predicators and effects of transformational leadership is greatly expanded. Much more emphasis is given to authentic vs. inauthentic transformational leadership. Suggestions are made for guiding the future of research and applications of transformational leadership. © 2006 by Lawrence Erlbaum Associates, Inc. All rights reserved.
Research consistently has documented the same phenomenon across the developed world: as the pace of competition increases and we enter a truly global marketplace, stress and its consequences are becoming epidemic (Sauter, Murphy, and Hurrell, 1990). Increased work hours, increased pressure, increased insecurity (e.g. Bond, Galinsky, and Swanberg, 1997), and myriad other organizational stressors have immediate and long-term consequences for both individuals and organizations. Consequently, it is not surprising that research on work stress has proliferated. However, the question of what organizations can do to avert or mitigate the negative consequences of stress – arguably the single most important question in the field – remains largely unaddressed and, therefore, unanswered. In this chapter, we summarize what is known about how organizations can deal with the proliferation of organizational stressors. In doing so, we also attempt to identify what is not known – thereby establishing agendas for both practice and research. A model of job stress A variety of “models” of job stress exist, varying in both their breadth and the complexity of the processes underlying the model predictions (Kelloway and Day, 2005a). Despite diverse theoretical approaches, we suggest that most work stress researchers would agree with a basic model postulating that a set of organizational stressors (i.e. events that occur in the work environment outside the individual; Pratt and Barling, 1988) may be perceived as stressful by the individual, and consequently can result in a variety of strain reactions (see, for example, Hurrell and Kelloway, in press).
In this article, the author describes a new theoretical perspective on positive emotions and situates this new perspective within the emerging field of positive psychology. The broaden-and-build theory posits that experiences of positive emotions broaden people's momentary thought-action repertoires, which in turn serves to build their enduring personal resources, ranging from physical and intellectual resources to social and psychological resources. Preliminary empirical evidence supporting the broaden-and-build theory is reviewed, and open empirical questions that remain to be tested are identified. The theory and findings suggest that the capacity to experience positive emotions may be a fundamental human strength central to the study of human flourishing.
In this article, the author describes a new theoretical perspective on positive emotions and situates this new perspective within the emerging field of positive psychology. The broaden-and-build theory posits that experiences of positive emotions broaden people's momentary thought-action repertoires, which in turn serves to build their enduring personal resources, ranging from physical and intellectual resources to social and psychological resources. Preliminary empirical evidence supporting the broaden-and-build theory is reviewed, and open empirical questions that remain to be tested are identified. The theory and findings suggest that the capacity to experience positive emotions may be a fundamental human strength central to the study of human flourishing.
A meta-analysis of single-item measures of overall job satisfaction (28 correlations from 17 studies with 7,682 people) found an average uncorrected correlation of .63 (SD = .09) with scale measures of overall job satisfaction. The overall mean correlation (corrected only for reliability) is .67 (SD = .08), and it is moderated by the type of measurement scale used. The mean corrected correlation for the best group of scale measures (8 correlations, 1,735 people) is .72 (SD = .05). The correction for attenuation formula was used to estimate the minimum level of reliability for a single-item measure. These estimates range from .45 to .69, depending on the assumptions made.
A meta-analysis of single-item measures of overall job satisfaction (28 correlations from 17 studies with 7,682 people) found an average uncorrected correlation of .63 (SD = .09) with scale measures of overall job satisfaction. The overall mean correlation (corrected only for reliability) is .67 (SD = .08), and it is moderated by the type of measurement scale used. The mean corrected correlation for the best group of scale measures (8 correlations, 1,735 people) is .72 (SD = .05). The correction for attenuation formula was used to estimate the minimum level of reliability for a single-item measure. These estimates range from .45 to .69, depending on the assumptions made.
In a longitudinal, randomized field experiment, we tested the impact of transformational leadership, enhanced by training, on follower development and performance. Experimental group leaders received transformational leadership training, and control group leaders, eclectic leadership training. The sample included 54 military leaders, their 90 direct followers, and 724 indirect followers. Results indicated the leaders in the experimental group had a more positive impact on direct followers' development and on indirect followers' performance than did the leaders in the control group.
A critical challenge facing today's organizational leaders is gaining their followers' trust and having them view leaders as effective in addressing turmoil and change. Using a downsizing scenario as the context, this field experiment examined how a leader's positivity and transparency impacted followers' perceived trust, defined in terms of willingness to be vulnerable, and effectiveness of their leader. To test the hypotheses, 304 participants were randomly assigned to one of the four conditions of high (low) leader positivity×high (low) leader transparency. Results of our mixed methods study indicated both the leader's level of positivity and transparency impacted followers' perceived trust and evaluations of leader effectiveness. Besides limitations and suggestions for future research, we conclude with the practical implications that positive, transparent leaders may have on building trust and perceived effectiveness among their followers.
Aims: To examine the association between components of organisational justice (that is, justice of decision making procedures and interpersonal treatment) and health of employees. Methods: The Poisson regression analyses of recorded all-cause sickness absences with medical certificate and the logistic regression analyses of minor psychiatric morbidity, as assessed by the General Health Questionnaire, and poor self rated health status were based on a cohort of 416 male and 3357 female employees working during 1998–2000 in 10 hospitals in Finland. Results: Low versus high justice of decision making procedures was associated with a 41% higher risk of sickness absence in men (rate ratio (RR) 1.4, 95% confidence interval (CI) 1.1 to 1.8), and a 12% higher risk in women (RR 1.1, 95% CI 1.0 to 1.2) after adjustment for baseline characteristics. The corresponding odds ratios (OR) for minor psychiatric morbidity were 1.6 (95% CI 1.0 to 2.6) in men and 1.4 (95% CI 1.2 to 1.7) in women, and for self rated health 1.4 in both sexes. In interpersonal treatment, low justice increased the risk of sickness absence (RR 1.3 (95% CI 1.0 to 1.6) and RR 1.2 (95% CI 1.2 to 1.3) in men and women respectively), and minor psychiatric morbidity (OR 1.2 in both sexes). These figures largely persisted after control for other risk factors (for example, job control, workload, social support, and hostility) and they were replicated in initially healthy subcohorts. No evidence was found to support the hypothesis that organisational justice would represent a consequence of health (reversed causality). Conclusions: This is the first longitudinal study to show that the extent to which people are treated with justice in workplaces independently predicts their health.
Research on the effects of passive rather than transformational styles of leadership is limited, especially regarding safety-related outcomes in the workplace. Both styles of leadership can be exhibited at different times in the same individual; here we refer to this as inconsistent leadership. In this study, we examine the effect of inconsistent safety-specific leadership style on the safety participation and safety compliance of employees. Operationalized as the interaction of safety-specific transformational leadership and passive leadership, inconsistent safety leadership emerged as a significant predictor of both outcomes in two samples in Canada: a sample of 241 young workers and again in a sample of 491 older workers, who were long-term health care employees. We found that a transformational safety-specific leadership style was associated with greater safety compliance and safety participation in employees. Furthermore, in all cases, the predictive effect of transformational style of leadership on safety participation and safety compliance was attenuated when leaders also displayed passive leadership with respect to safety outcomes. Theoretical and practical implications for safety management are discussed.
Considerable data have accumulated showing positive relationships between leadership and well-being, and spirituality and well-being, but few have explored relationships among all three phenomena. In the current study, multilevel modeling was used to analyze survey data from a sample of 178 health care workers and test a proposed mediation model. As hypothesized, regression and mediation analyses revealed the effects of transformational leadership on measures of employees’ mental and spiritual well-being were fully mediated by workplace spirituality and, more specifically, respondents’ sense of community. Our results suggest that leaders influence individual well-being through their ability to enhance employees’ sense of community in the workplace.
The principal aim of this book is to propose and apply a broad-ranging model of some environmental determinants of mental health. The features to be considered may be studied in any environment, but particular attention will be paid to the settings of paid work and unemployment. It will be argued that mental health in both these settings is determined by the same environmental characteristics. The harmful features of some jobs are also those which cause deterioration in unemployment, and the factors which are beneficial in jobs can also enhance mental health during unemployment.
The framework to be developed has three major parts. The first two are what McGuire (1983) has described as "categorical" and "process" theories.
The third part of the overall framework addresses the interaction between persons and situations. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Numerous previous studies found monopolar rather than bipolar dimensions of affect (defined as emotion represented in language), but they may have included methodological biases against bipolarity. The present study of 150 undergraduates' self-report data on 11 affect scales showed that response format and acquiescence response style significantly shifted correlations between hypothesized opposites away from showing bipolarity. When these biases were taken into account, pleasure was the bipolar opposite of displeasure and arousal of sleepiness. In turn, pleasure–displeasure and degree of arousal formed a 2-dimensional bipolar space that accounted for almost all of the reliable variance in R. E. Thayer's (1970) 4 factors of activation plus a measure of depression. Dominance and submissiveness factors were also included in the study, but invalidity of the scales used precluded any conclusions regarding their bipolarity. (27 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Emotional processes influence a wide range of mental and physical systems, which makes them difficult to understand from a single perspective. In this special issue of the Review of General Psychology, contributing authors present 4 articles that draw from several areas within psychology in the service of understanding a topic relevant to emotion. In this overview, the authors argue that the long neglect of the scientific study of complex processes such as emotion might be linked, in part, to the fractionation of the field into specialized subdisciplines. Just as emotions were of central concern in the early years of psychology (which was a generalist's era), as psychology moves toward more integration in the late 20th century broad phenomena such as emotions are once again central interests. The 4 articles of this special issue are briefly reviewed as exemplars of an integrated approach to understanding emotional phenomena. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Four studies with 256 undergraduates showed that positive affect, induced in any of 3 ways, influenced categorization of either of 2 types of stimuli—words or colors. As reflected by performance on 2 types of tasks (rating and sorting), Ss in whom positive affect had been induced tended to create and use categories more inclusively than did Ss in a control condition. On one task, they tended to group more stimuli together, and on the other task they tended to rate more low-prototypic exemplars of a category as members of the category. Results are interpreted in terms of an influence of affect on cognitive organization or on processes that might influence cognitive organization. It is suggested that borderline effects of negative affect on categorization, obtained in 2 of the studies, might result from normal people's attempts to cope with negative affect. (32 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
presents some of the findings regarding the impact of mild positive affect on thinking and motivation / explores the processes underlying them and the circumstances under which they are likely to be observed / focus is on decision making, but in order to understand affect's influence on decisions, it is helpful to consider its impact on cognitive organization (or the way material is thought about and related to other material) and on motivation (PsycINFO Database Record (c) 2012 APA, all rights reserved)
A questionnaire of 150 items was subjected to factor analysis. Two major and two minor factors were revealed; the two major factors were named "Consideration" and "Initiating Structure." New keys were developed, and the items pre-tested on industrial foremen. Item-dimension correlations were considered as factor loadings and used as the basis for revision of the scoring keys. The final form contained 48 items, each with a high loading on one factor and as close as possible to a 0 loading on the other. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This study builds on the work of Wanous, Reichers, and Hudy (1997) by investigating the use of a single-item approach measuring facet satisfaction. Participants consisted of 207 employees from a variety of organizations who completed a job satisfaction survey containing the Job Descriptive Index (JDI) as well as a single-item which also measured each of five JDI facets. Results indicated that the single-item facet measure was significantly correlated with each of the JDI facets (correlations ranged from .60 to .72). Results also indicated that the single-item approach compared favourably to the JDI and in some cases accounted for incremental variance in self-reported job performance and intentions to turnover. Implications include the notions that single-item measures may be easier and take less time to complete, may be less expensive, may contain more face validity, and may be more flexible than multiple-item scales measuring facet satisfaction.
Transformational leadership based interventions were assessed using a pre-test, post-test, and control group design. Leaders (N=54) from 21 long-term health care organizations were randomly assigned to general transformational leadership training, safety-specific transformational leadership training, or a control group. Multivariate analysis of variance (MANOVA) showed that leadership training resulted in significant effects on manager post-training ratings of safety attitudes, intent to promote safety, and self-efficacy. The effects of leadership training on employee (N=115) perceptions of leader safety-specific transformational leadership, safety climate, safety participation, safety compliance, safety-related events and, injuries were also assessed. Multivariate analysis of covariance (MANCOVA), with the pre-test scores as the covariates, showed that leadership training resulted in significant effects on the safety-specific transformational leadership and safety climate outcomes.
One of the core constructs of the positive psychology movement is that of ‘flow’, or optimal experience. The current study investigated the relationship between ‘flow’, the core job dimensions, and subjective well-being (SWB), as well as distinguishing between the state and trait components of flow. Experience sampling methodology (ESM) was used to track 40 architectural students over a 15 week semester while they engaged in studio work. Hierarchical linear modelling (HLM) indicated that 74% of the variance in flow was attributable to situational characteristics compared to dispositional factors. Results also indicated that academic work that was high in skill variety and autonomy was associated with flow. Flow was found to be correlated with positive mood. Cross-lagged regression analysis showed that momentary flow was predictive of momentary mood and not vice versa. The strengths and limitations of using ESM to study subjective work experiences and well-being are discussed, as well as the implications of the study of flow or optimal experience for industrial/organizational psychology.
This essay draws from the emerging positive psychology movement and the author's recent articles on the need for and meaning of a positive approach to organizational behavior. Specifically, the argument is made that at this time, the OB field needs a proactive, positive approach emphasizing strengths, rather than continuing in the downward spiral of negativity trying to fix weaknesses. However, to avoid the surface positivity represented by the non-sustainable best-sellers, the case is made for positive organizational behavior (POB) to take advantage of the OB field's strength of being theory and research driven. Additional criteria for this version of POB are to identify unique, state-like psychological capacities that can not only be validly measured, but also be open to development and performance management. Confidence, hope, and resiliency are offered as meeting such POB inclusion criteria. The overall intent of the essay is to generate some positive thinking and excitement for the OB field and ‘hopefully’ stimulate some new theory building, research, and effective application. Copyright © 2002 John Wiley & Sons, Ltd.
After defining and providing the current status of psychological capital (PsyCap), we address the need to better understand its stability (i.e., state vs. trait). Specifically, we issue a call for longitudinal research. The balance of this “incubator”