DOCSLIB.ORG

Flourishing in the Workplace: an Investigation Into the Intentional Strategies Employed by Those Experiencing Long-Term Positive Affect in the UK Public Sector

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Flourishing in the Workplace: an Investigation Into the Intentional Strategies Employed by Those Experiencing Long-Term Positive Affect in the UK Public Sector Flourishing in the Workplace: An investigation into the intentional strategies employed by those experiencing long-term positive affect in the UK public sector Andrew Cope A Doctoral Thesis submitted in part-fulfilment of the requirements for the award of PhD November 2017 ‘I am normally cheery and have a ready smile, and am interested in people. I also believe I've only got one chance of being here (despite my Catholic upbringing I'm not so sure about an afterlife) and I'm determined it's going to be a bloody marvellous experience if I've got anything to do with it!’ (Respondent to one of the surveys in this thesis) Table of Contents Page Abstract 1 Executive Summary 3 My Interest in the Subject matter 13 Chapter 1: The Happiness Agenda 14 1.1 Introduction 15 1.2 International Happiness 16 1.3 The Politics of Happiness 18 1.4 Happiness: Health Benefits 21 1.5 Happiness: The Business Imperative 22 1.6 The Downside of Happiness and Positivity 26 1.7 If Happiness is Good for us, why Aren’t we Happier? 28 1.8 The Modern World as an Impediment to Happiness 29 1.9 The Hedonic Treadmill 31 1.10 The Role of Effort 33 1.11 Impediments to Organizational Happiness 34 1.12 Morale in an Economic Downturn 36 1.13 Public Sector Focus 37 1.14 The Unique Perspective of this Thesis 38 1.15 Beyond Individual Happiness 38 1.16 Research Objectives 40 1.17 Summary and Conclusion 42 Chapter 2: Happiness: Ancient and Modern 43 2.1 Introduction 44 2.2 Happiness and Positive Emotions: An Historic Perspective 44 2.3 Contemporary Studies of Happiness and Positive Emotions 46 2.3.1 Positive Psychology 47 2.3.2 Positive Organizational Behaviour and PsyCap 50 2.3.3 Happiness 51 2.3.4 Subjective Wellbeing 53 2.3.5 Flow and Strengths 55 2.3.6 The Happiness ‘Set Point’ 57 2.3.7 Broaden and Build 58 2.3.8 Employee Engagement 59 2.3.9 Social Contagion 60 2.3.10 Corporate Energy 61 2.4 Focusing on Flourishing 63 2.5 Summary and Conclusion 64 Chapter 3: Happiness: Nature or Nurture? 66 3.1 Introduction 67 3.2 The Constituent Parts of Happiness 68 3.3 Personality and Genetics 69 3.4 Environmental Contributors to Happiness 71 3.5 Activities that are Reported to Increase Happiness 73 3.5.1 Optimism and Positive Thinking 73 3.5.2 Gratitude and Good Deeds 76 3.5.3 Mindfulness 77 3.5.4 Religion 77 3.5.5 Relationships 79 3.5.6 Goal Setting and Strengths 79 3.5.7 Income 82 3.5.8 Physical Exercise 83 3.5.9 Age 85 3.6 Section Summary 86 Chapter 4: Flourishing in the Workplace 87 4.1 Introduction 88 4.2 Creating a Flourishing Culture 89 4.3 Working Relationships 91 4.4 Work Design 93 4.5 Job Satisfaction 95 4.6 Employee Engagement 97 4.7 The ‘Job Engagement’ Debate 101 4.8 Is There a Need to Re-focus on ‘Job Engagement’? 104 4.9 Research Questions a) To what extent do flourishing and non-flourishing employees differ on measures of ‘employee satisfaction’ and ‘employee engagement’? b) What intentional within-person strategies differentiate flourishing and non- flourishing employees? c) Which of these strategies is/are most significant? d) What part does ‘conscious choice’ play in happiness? e) Does long term positive affect involve effort or is it effortless? 4.10 Summary and Conclusion 109 Chapter 5: Measuring Happiness 111 5.1 Introduction 112 5.2 The Scarcity of the Term ‘Happiness’ in the Literature Review 112 5.3 Level and Stability Issues in Happiness Constructs 116 5.4 Measuring Happiness at Work 118 5.5 Approaches to Methodology 121 5.6 Data Capture: The Reality 123 5.7 Survey Design 126 5.8 Reflecting on Research Methods 129 5.9 Summary and Conclusion 130 Chapter 6: Methodology: The Phases of Data Capture 132 6.1 Introduction 133 6.2 Data Capture, Phase One 134 6.3 The Basic Happiness & Energy Survey 134 6.4 The Oxford Happiness Questionnaire (OHQ) 136 6.5 Critique of the Oxford Happiness Questionnaire 137 6.6 Phase Two: Reflections on Happiness Survey 139 6.7 Phase 2: Warr’s IWP Multi-Affect Indicator 146 6.8 Phase Three: Intentional Strategies 147 6.9 Validity and Reliability of Qualitative Data 149 6.10 Summary and Conclusion 150 Chapter 7: Results Phase One: An Overview of the Population Sample 154 7.1 Participating Organizations 155 7.2 Phase 1: Basic Happiness & Energy Survey 157 7.3 Gender, Age and Religion 157 7.4 Self-Rated Happiness 161 7.5 Self-Rated Energy 162 7.6 Colleagues’ Happiness 163 7.7 Happiness - Past, Present and Future 165 7.8 Summary & Conclusion 167 Chapter 8: Phase Two Results: Reflections on Happiness Survey (RHS) & IWP Multi-Affect Indicator 169 8.1 Introduction 170 8.2 Themes Arising from the ‘Reflections on Happiness Survey’ 171 8.3 Reasons for Flourishing, Coded Against Lybomirsky’s 3-Part Happiness 172 Model a) Genetics 172 b) Circumstances 174 c) Intentional Strategies 177 i. Attitudinal Choice: Cognisance and Effort 178 ii. An Emotional Ripple Effect 182 iii. Resilience and Positive Self-Talk 184 iv. Gratitude 185 v. Strengths 186 vi. Goal Setting 188 vii. Religiosity and Happiness 189 viii. Happy Music and Feel-Good TV 191 8.4 Job, Career or Calling? 192 8.5 Reflecting on Workplace Affect (IWP Multi-Affect Indicator) 194 8.6 Summary and Conclusion 199 Chapter 9: Phase 3 Results: Intentional Strategies 201 9.1 Introduction 202 9.2 The Menu of ‘Intentional Strategies’ Provided in Phase 3 203 9.3 The Most Prominent Strategies 204 9.4 Statistically Significant Differences 208 9.5 Strategies in Which H+ and NonH+ Respondents Have no Significant 209 Differences 9.6 Summary 209 Chapter 10: Discussion of Results 210 10.1 Introduction 211 10.2 Self-Rated Happiness & Energy 212 10.3 Positive Futures; Real or Illusory? 215 10.4 Rising Above Job Satisfaction 217 a) Theme 1: The H+ Community are Happy at Home as Well as Work. 218 b) Theme 2: Few of the H+ Respondents are Engaged in Doing Their ‘Dream 220 Job’ but the Majority Enjoy Their Job. c) Theme 3: Attitudinal Choice Stands Out as a Major Underlying Factor in 222 Personal Happiness. And With Choice, Comes Effort. d) Theme 4: The Biggest Motivator for the H+ Community is ‘Making a 223 Difference’ e) Theme 5: The Biggest Demotivator for Flourishing Employees is 225 Negativity in Others 10.5 Dis-satisfaction as a Motivator 227 10.6 Workaholism 230 10.7 Flow 232 10.8 Phase 3: Discussion of ‘Intentional Strategies’ 233 10.9 Attitudinal Cognisance and ‘Choosing to be Positive’ 234 10.10 Happiness ‘Satisficers’ and ‘Maximizers’ 237 10.11 Resilience 238 10.12 TV, Music and News 240 10.13 Strengths & Goals 241 10.14 Impact on, and of, Other People 243 10.15 Feeling Connected 244 10.16 Religion and Flourishing 246 10.17 Summary 246 Chapter 11: Recommendations 249 11.1 Introduction 250 11.2 Government-Sponsored Wellbeing 251 11.3 Organizational Policies – the Wellness ‘Safety Net’ 252 11.4 Flourishing Organizations 253 11.5 Creating a State of ‘Healthy Dissatisfaction’ 254 11.6 Flourishing by Design 255 11.7 High Quality Connections (HQCs) 256 11.8 An Outbreak of ‘Happiness’ 257 11.9 Flocking Behaviour 258 11.10 Leadership Styles Most Likely to Propagate the Multiplier Effect 259 11.11 Heliotropic Leadership 261 11.12 Developing a Persuasive Vision of the Work and Why it Matters 263 11.13 Seeking Purpose Through Goals 265 11.14 Positive Communication 267 11.15 Recruitment and Succession 268 11.16 Crafting 268 11.17 A Strengths Audit 269 11.18 Reflections on Leadership and Organizational Factors that Facilitate 271 Flourishing Cultures 11.19 Attitudinal Choice 272 11.20 Resilience 275 11.21 Awareness and the ‘Whole Person’ 276 11.22 A Summary of Recommendations: 278 Chapter 12: Limitations of the Study and Implications for Future Research 281 12.1 Introduction 282 12.2 Balancing the Data 282 12.3 Self-Report Bias 284 12.4 Happy Introverts 285 12.5 Better Quality Data 286 12.6 Direction of Causation 288 12.7 The Downside of Engagement 289 12.8 A Private Sector Focus 289 12.9 The Timeframe 290 12.10 Limitations of the Theoretical Approach Taken. 290 12.11 Propensity to Flourish 291 12.12 Intentional Happiness 292 12.13 Finding the Expected? 293 Chapter 13: Conclusion 295 13.1 To what extent do flourishing and non-flourishing employees differ on 296 measures of ‘employee satisfaction’ and ‘employee engagement’? 13.2 What are the factors underpinning those who flourish at work? 298 13.3 What intentional within-person strategies differentiate flourishing and non- 300 flourishing employees? 13.4 Which of these strategies is/are most significant? 303 13.5 Does long term positive affect involve effort or is it effortless? 306 References 313 Appendices 373 List of Tables and Figures Page Figure 3.1 ‘What Determines Happiness?’ (Lyubomirsky, 2007) 68 Figure 4.1 Circumplex Model of Affect (Russell, 1980, 2003) 103 Table 5.1 433 Responses, Broken Down by Participating Organization 128 Table 7.1 Descriptive Statistics for Happiness, Energy and Others’ Happiness, 156 Broken Down by Organization Table 7.2 Results of Chi-square Test and Descriptive Statistics for Gender 157 Table 7.3 Results of Chi-square Test and Descriptive Statistics for Age 158 Table 7.4 Results of Chi-square Test and Descriptive Statistics for Religion 159 Table 7.5 Happiness, Energy and Colleagues’ Happiness 159 Table 7.6 Frequency of Self-Rated Happiness Scores 162 Table 7.7 Frequency of Self-Rated Energy Scores 163 Figure 7.8 Mean Scores for ‘Happiness’, ‘Energy’ and ‘Other’s Happiness’ 164 Across 9 Organizations Table 7.9 Results of Chi-square Test and Descriptive Statistics for Respondents’ 166 Happiness 5 Years Ago Table 7.10 Results of Chi-square Test and Descriptive Statistics for Respondents’ 166 Predicted Happiness in 5 Years Time Table 8.1 Comparison of mean Scores and T-Tests for H+ and NonH+ on the 16 196 Emotions Measured by the IWP Multi-Affect Indicator Figure 8.2 A Comparison of Mean Scores for H+ and NonH+ Workplace Affects 198 as Measured by Warr’s Multi-Affect Indicator Table 9.1 Menu of Strategies Offered to Phase 3 Participants 203 Figure 9.2 Comparison of Intentional Strategies for H+ and NonH+ Groups 205 Table 9.3 Comparison of the strength of Intentional Strategies for H+ and 206 NonH+ Respondents Abstract This thesis is focused on positive affect in the workplace, with a particular emphasis on the UK public sector.
Load more

Recommended publications
  • How Collective Emotions and Social Identities Influence Strategy Execution
    How Collective Emotions and Social Identities Influence Strategy Execution _______________ Quy HUY 2011/56/ST (Revised version of 2010/100/ST) How Collective Emotions and Social Identities Influence Strategy Execution Quy Huy* Version 24 March 2011 In Press at Strategic Management Journal (2011) Special issue Psychological Foundations of Strategy Revised version of 2010/100/ST * Associate Professor of Strategy at INSEAD, 1 Ayer Rajah Avenue, Singapore 138676, Singapore. Ph: +65 67 99 53 40 E-mail: [email protected] A Working Paper is the author’s intellectual property. It is intended as a means to promote research to interested readers. Its content should not be copied or hosted on any server without written permission from [email protected] Click here to access the INSEAD Working Paper collection Abstract The literature on top-down strategy implementation has overlooked social-emotional factors. The results of a three-year field study of a large technology firm show how top executives who favor an affect-neutral task approach can inadvertently activate middle managers’ organization-related social identities, such as length of time working for the company (newcomers versus veterans) and language spoken by senior executives (English versus French), generating group-focus emotions. These emotions prompt middle managers—even those elevated to powerful positions by top executives—to support or covertly dismiss a particular strategic initiative even when their immediate personal interests are not directly under threat. This study contributes to the strategy implementation literature by linking senior executives’ actions and middle managers’ social identities, group-focus emotions, and resulting behaviors to strategy implementation outcomes.
    [Show full text]
  • Chapter 12 Group Emotional Intelligence and Group
    CHAPTER 12 GROUP EMOTIONAL INTELLIGENCE AND GROUP PERFORMANCE$ Ste´phane Coˆte´ ABSTRACT This chapter examines how emotional intelligence may influence the performance of groups. I first address relevant issues concerning emo- tional intelligence at the individual level of analysis. I then describe the range of composition models by which group emotional intelligence constructs can be created, from the emotional intelligence of the members of the group, articulate mechanisms by which each construct may be related to performance, and use Steiner’s (1972) typology of group tasks to identify when each construct may best predict performance. I also use the mechanisms of multiplication and compensation to consider how group emotional intelligence may combine with other group constructs to predict performance. I end this chapter with a discussion of research implications. $Book chapter prepared for: M. A. Neale, E. Mannix, & C. Anderson (Eds), Research on Managing Groups and Teams: Affect and Groups. Oxford, UK: Elsevier JAI. Affect and Groups Research on Managing Groups and Teams, Volume 10, 309–336 Copyright r 2007 by Elsevier Ltd. All rights of reproduction in any form reserved ISSN: 1534-0856/doi:10.1016/S1534-0856(07)10012-8 309 Group Emotional Intelligence and Group Performance 329 There are few ability tests of emotional intelligence. The most extensively researched ability test is the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT; Mayer, Salovey, & Caruso, 2002). The MSCEIT contains tasks that ask respondents to identify emotions in photographs of faces and in images and landscapes, compare different emotions to different sensations such as colors, indicate how emotions influence thinking and reasoning, assemble emotions into complex feelings, identify how emotions transition from one to another, and rate the effectiveness of different emotion regulation strategies in both intrapersonal and interpersonal contexts.
    [Show full text]
  • Thesis, 2016 Fev25-2 FINAL
    UNIVERSIDADE DE LISBOA FACULDADE DE MEDICINA DENTÁRIA RELATIONSHIP BETWEEN HAPPINESS, STRESS AND MUSCULOSKELETAL DISORDERS IN PORTUGUESE DENTISTS MARIA DO ROSÁRIO OLIVEIRA MEXIA ESTEVES Orientadores: Doutor Alexandre Josué Costa Cabeleira da Silva Cavalheiro Doutora Carla Marina Madureira de Matos Moleiro Doutora Nancy da Silva (San Jose State University, USA) Tese especialmente elaborada para obtenção do grau de Doutor em Medicina Dentária, Especialidade de Dentisteria Conservadora 2016 UNIVERSIDADE DE LISBOA FACULDADE DE MEDICINA DENTÁRIA RELATIONSHIP BETWEEN HAPPINESS, STRESS AND MUSCULOSKELETAL DISORDERS IN PORTUGUESE DENTISTS MARIA DO ROSÁRIO OLIVEIRA MEXIA ESTEVES Orientadores: DOUTOR ALEXANDRE JOSUÉ COSTA CABELEIRA DA SILVA CAVALHEIRO DOUTORA CARLA MARINA MADUREIRA DE MATOS MOLEIRO DOUTORA NANCY DA SILVA (SAN JOSÉ STATE UNIVERSITY, USA) Tese especialmente elaborada para obtenção do grau de Doutor em Medicina Dentária, Especialidade de Dentisteria Conservadora Júrí: Presidente: Doutor Mário Filipe Cardoso de Matos Bernardo, Professor Catedrático e Presidente do Conselho Científico da Faculdade de Medicina Dentária da Universidade de Lisboa Vogais: Doutora Eunice Virgínia Valdez Faria Bidarra Palmeirão Carrilho, Professora Associada com Agregação da Faculdade de Medicina da Universidade de Coimbra Doutora Maria Augusta Duarte Gaspar, Professora Auxiliar Convidada da Faculdade de Ciências Humanas da Universidade Católica Portuguesa Doutora Carla Marina Madureira de Matos Moleiro, Professora Auxiliar da Escola de Ciências Sociais e
    [Show full text]
  • The Role of the Body in Effective, Positive Leadership
    University of Pennsylvania ScholarlyCommons Master of Applied Positive Psychology (MAPP) Master of Applied Positive Psychology (MAPP) Capstone Projects Capstones 8-2015 Walking Their Talk: The Role of the Body in Effective, Positive Leadership LeeAnn M. Mallorie University of Pennsylvania, [email protected] Follow this and additional works at: https://repository.upenn.edu/mapp_capstone Part of the Health Psychology Commons, Industrial and Organizational Psychology Commons, Leadership Studies Commons, and the Other Psychology Commons Mallorie, LeeAnn M., "Walking Their Talk: The Role of the Body in Effective, Positive Leadership" (2015). Master of Applied Positive Psychology (MAPP) Capstone Projects. 90. https://repository.upenn.edu/mapp_capstone/90 This paper is posted at ScholarlyCommons. https://repository.upenn.edu/mapp_capstone/90 For more information, please contact [email protected]. Walking Their Talk: The Role of the Body in Effective, Positive Leadership Abstract The way we do anything is the way we do everything. Be it giving a presentation in the boardroom or running a marathon, we must take action using our physical bodies. Yet, despite this fact, the body has been largely overlooked in research on leadership and organizational wellbeing. The present paper aims to dispel the myth that the body is simply a tool, arguing that body-mind connection may be a critical missing piece in the formula for effective, positive leadership. I propose that important aspects of positive leadership like character strengths and practical wisdom may be trainable via mindfulness practices that involve coordinated movement of, or attention on, the physical body. Ten teachers of body- based wisdom and ten corporate leaders were interviewed to explore these hypotheses.
    [Show full text]
  • The Social Nature of Emotions
    CORE Metadata, citation and similar papers at core.ac.uk Provided by Frontiers - Publisher Connector EDITORIAL published: 14 June 2016 doi: 10.3389/fpsyg.2016.00896 Editorial: The Social Nature of Emotions Gerben A. van Kleef 1*, Arik Cheshin 2, Agneta H. Fischer 1 and Iris K. Schneider 3 1 Department of Social Psychology, University of Amsterdam, Amsterdam, Netherlands, 2 Department of Human Services, University of Haifa, Haifa, Israel, 3 Department of Psychology, VU University Amsterdam, Amsterdam, Netherlands Keywords: emotion, emotional expression, emotion processing, group processes, culture, social interaction, affective science The Editorial on the Research Topic The Social Nature of Emotions Emotions are a defining aspect of the human condition. They pervade our social and professional lives, influence our thinking and behavior, and profoundly shape our relationships and social interactions. Traditionally, emotions have been conceptualized and studied primarily as individual phenomena, with research focusing on cognitive and expressive components and on physiological and neurological processes underlying emotional reactions. Over the last two decades, however, an increasing scholarly awareness has emerged that emotions are inherently social—that is, they tend to be elicited by other people, expressed toward other people, and regulated to influence other people or to comply with social norms (Parkinson, 1996; Van Kleef, 2009; Fischer and Manstead, in press). Despite this increasing awareness, the inclusion of the social dimension as a fundamental element in emotion research is still in its infancy (Fischer and Van Kleef, 2010). To stimulate further theorizing and research in this area, the current research topic brings together the latest cutting-edge research on the social nature of emotions.
    [Show full text]
  • Organizational Affective Tone: a Meso Perspective on the Origins and Effects of Consistent Affect in Organizations
    r Academy of Management Journal 2018, Vol. 61, No. 1, 191–219. https://doi.org/10.5465/amj.2016.0671 ORGANIZATIONAL AFFECTIVE TONE: A MESO PERSPECTIVE ON THE ORIGINS AND EFFECTS OF CONSISTENT AFFECT IN ORGANIZATIONS ANDREW P. KNIGHT Washington University in St. Louis JOCHEN I. MENGES WHU – Otto Beisheim School of Management HEIKE BRUCH University of St. Gallen Grounded in an open systems perspective, we build and test new theory about how the kinds of industries in which an organization participates influence organizational af- fective tone and connect to workforce strain. We propose that the more an organization’s activities lie in consumer-centric industries (e.g., service, retail), the more positive and less negative the organization’s affective tone. We connect consumer-centric industry participation and affective tone by explaining how personnel policies and organiza- tional structure generate and sustain consistent positive and negative affect throughout an organization. Additionally, we examine the effects of organizational affective tone on workforce strain. The results of a survey-based study of 24,015 human resource man- agers, top management team members, and employees of 161 firms largely support our predictions. We discuss the implications of considering macro contextual factors for understanding affect in organizations. An emerging stream of theory and research sug- people work as inputs to workforce strain— a “set of gests that organizations possess overarching affec- adverse psychological, physiological, and behav- tive characteristics—consistent feeling states, ioral reactions to work stressors” (Cotˆ e,´ 2005: 509). common assumptions and values regarding emo- However, it is only in recent years that research has tion, and homogeneous expectations about affect begun to suggest that an organizational context ’ (Barsade & O Neill, 2014; Menges & Kilduff, 2015; characterized by consistent positive affect across ’ O Neill & Rothbard, 2017; Parke & Seo, 2017).
    [Show full text]
  • The Pennsylvania State University
    The Pennsylvania State University The Graduate School College of the Liberal Arts EMOTION REGULATION IN RESPONSE TO NEGATIVE INTERPERSONAL EVENTS AT WORK A Dissertation in Psychology by Robert C. Melloy, Jr. © 2018 Robert C. Melloy, Jr. Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy August 2018 ii The dissertation of Robert C. Melloy, Jr. was reviewed and approved* by the following: Alicia Grandey Professor of Psychology Dissertation Advisor Chair of Committee Susan Mohammed Professor of Psychology James LeBreton Professor of Psychology D. Lance Ferris Professor of Management Michigan State University Melvin M. Mark Professor of Psychology Head of the Department of Psychology *Signatures are on file in the Graduate School. iii ABSTRACT To better understand how employees manage their emotions during and following negative interpersonal events (NIEs), I propose that employees flexibly regulate themselves using multiple strategies. I also propose that the choice of strategy combinations is driven by characteristics of the situation (emotional intensity, typicality, controllability, responsibility), and that strategy combinations differ in terms of their influence on employee performance and well- being. Using multilevel latent profile analysis at the event level with faculty and staff in a high- stress work context, results indicate six profiles of emotion regulation that are distinguished by a primary use of engagement or disengagement strategies, or a mix of both. Higher negative emotional intensity, controllability, and responsibility were associated with using disengagement regulation profiles, while lower typicality was associated with engagement profiles. Employees had higher supervisor-rated job performance when using multiple engagement strategies compared to using single engagement or disengagement strategies, but lower job performance self-efficacy when they did not regulate.
    [Show full text]
  • How Positive Affect Links to Performance Through Social Resources
    THE JOURNAL OF POSITIVE PSYCHOLOGY 2019, VOL. 14, NO. 3, 377–392 https://doi.org/10.1080/17439760.2017.1402076 Happy-productive groups: How positive affect links to performance through social resources Jonathan Peñalvera , Marisa Salanovaa , Isabel M. Martíneza and Wilmar B. Schaufelib,c aDepartment of Social Psychology, Universitat Jaume I, Castellón de la Plana, Spain; bDepartment of Psychology, Utrecht University, Utrecht, Netherlands; cDepartment of Psychology, KU Leuven, Leuven, Belgium ABSTRACT ARTICLE HISTORY The current study extends the Broaden & Build theory to the collective (i.e. groups) level of analysis, Received 15 May 2017 focusing on the mediating role of group social resources (i.e. cohesion, coordination, teamwork, Accepted 13 October 2017 supportive team climate) between group positive affect (i.e. enthusiasm, optimism, satisfaction, KEYWORDS comfort) and group performance (i.e. in-and extra-role performance, creative performance). To test Group positive affect; group our hypotheses, we conducted two studies using independent samples. Study 1 is a laboratory social resources; group study with 449 participants nested in 112 small groups who performed an organizational simulation performance; happy- creative task. Study 2 is a field study that aggregated scores of 2159 employees nested in 417 groups. productive groups; in- and In both the lab and field studies, structural equation modeling results revealed that group social extra-role performance; resources fully mediate the relationship between group positive emotions
    [Show full text]
  • Group Affect
    arop2Barsade ARI 18 December 2014 00:11 Review in Advance first posted online on January 2, 2015. (Changes may still occur before final publication online and in print.) Group Affect Sigal G. Barsade1 and Andrew P. Knight2 1Wharton School, University of Pennsylvania, Philadelphia, Pennsylvania 19104; email: [email protected] 2Olin Business School, Washington University in St. Louis, St. Louis, Missouri 63130; email: [email protected] Annu. Rev. Organ. Psychol. Organ. Behav. 2015. Keywords 2:14.1–14.26 emotion, teams, group dynamics, workplace The Annual Review of Organizational Psychology and Organizational Behavior is online at orgpsych.annualreviews.org Abstract This article’s doi: Over two decades of research has indicated that group affect is an im- 10.1146/annurev-orgpsych-032414-111316 portant factor that shapes group processes and outcomes. We review Copyright © 2015 by Annual Reviews. and synthesize research on group affect, encompassing trait affect, All rights reserved moods, and emotions at a collective level in purposive teams. We be- gin by defining group affect and examining four major types of collec- Access provided by University of Pennsylvania on 01/13/15. For personal use only. tive affective constructs: (a) convergence in group affect; (b) affective Annu. Rev. Organ. Psychol. Behav. 2015.2. Downloaded from www.annualreviews.org diversity, that is, divergence in group affect; (c) emotional culture; and (d) group affect as a dynamic process that changes over time. We describe the nomological network of group affect, examining both its group-level antecedents and group-level consequences. Antecedents include group leadership, group member attributes, and interactions between and relationships among group members.
    [Show full text]
  • Optimism, Social Network Position and Resource-Attraction Capability
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Repositório do ISPA “GOOD VIBRATIONS”: OPTIMISM, SOCIAL NETWORK POSITION AND RESOURCE-ATTRACTION CAPABILITY by Luis Miguel Pereira Lopes Licenciado, Universidade de Lisboa, Portugal, 2001 SUBMITTED TO THE UNIVERSIDADE NOVA DE LISBOA IN FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF DOCTOR OF PHILOSOPHY IN APPLIED PSYCHOLOGY with a specialization in ORGANIZATIONAL PSYCHOLOGY JUNE 2008 (c) Luis Miguel Pereira Lopes, 2008 All rights reserved The author hereby grants to the Universidade Nova de Lisboa permission to reproduce and to distribute publicly paper and electronic copies of this thesis document in whole or in part. Signature of author: _________________________________________________ Universidade Nova de Lisboa June 03, 2008 Certified by: __________________________________________________ Professor Doutor Miguel Pina e Cunha Professor Associado na Universidade Nova de Lisboa Thesis Supervisor Accepted by: __________________________________________________ Chair of the PhD Committee, Universidade Nova de Lisboa “GOOD VIBRATIONS”: OPTIMISM, SOCIAL NETWORK POSITION AND RESOURCE-ATTRACTION CAPABILITY by Luis Miguel Pereira Lopes Submitted to the Universidade Nova de Lisboa on June, 2008 in Fulfillment of the Requirements for the Degree of Doctor in Philosophy in Applied Psychology ABSTRACT The work reported in this thesis addresses the research question of when and how positive psychological states impact positive behavior and positive organizational development. We present two theoretical essays and three empirical studies to find possible answers to this question and we use a multitude of methodologies with different epistemological assumptions, including quantitative correlation analysis, social network analysis and qualitative grounded theory analysis. In the whole, our work shows that positive psychological states are fundamental to promote individual and organizational higher-levels of performance and well-being.
    [Show full text]
  • Effects of Emotion Displays on Followers' Perceptions of Principled
    https://bar.anpad.org.br BAR − Brazilian Administration Review Vol. 18, No. 1, Art. 3, e190142, 2021 https://doi.org/10.1590/1807-7692bar2021190142 Research Article Image Filters: Effects of Emotion Displays on Followers’ Perceptions of Principled Leaders Flávia Cavazotte1 Daniel Martins Abelha1 Lucas Martins Turano1 1 Pontifícia Universidade Católica do Rio de Janeiro, Rio de Janeiro, RJ, Brazil Received 09 December 2019. This paper was with the authors for two revisions. Accepted 04 April 2021. First published online 19 April 2021. Editor-in-chief: Carlo Gabriel Porto Bellini (Universidade Federal da Paraíba, João Pessoa, PB, Brazil) Associate editor: Patrícia Martins Fagundes Cabral (Universidade do Vale do Rio dos Sinos, São Leopoldo, RS, Brazil) Reviewers: Nuno Rebelo dos Santos (Universidade de Évora, Évora, Portugal), Clarissa Socal Cervo (Universidade Federal Fluminense, Niterói, RJ, Brazil) and one anonymous reviewer Editorial assistants: Kler Godoy and Simone Rafael (ANPAD, Maringá, PR, Brazil) F. Cavazotte, D. M. Abelha, L. M. Turano 2 _________________________________________________________________________________________________________________ ABSTRACT We analyze how followers respond to principled and unprincipled leaders as they express positive and negative emotions, based on the moral tenets of authentic leadership theory. Grounded on the theoretical principles of emotion contagion and cognitive interpretation, we propose that negative affective displays taint followers’ perceptions of authentic leaders and that positive affective displays brighten followers’ perceptions of inauthentic leaders. We tested these hypotheses in two laboratory experiments. Results indicate that while negative affective displays significantly disfavored perceptions about an authentic leader, positive affective displays did not favor attitudes about the leader. In contrast, positive affective displays not only favored attitudes toward an inauthentic leader but also positively influenced judgments regarding the leader’s ethicality.
    [Show full text]
  • Emotional Labor Predicts Service Performance Depending on Activation and Inhibition Regulatory Fit
    JOMXXX10.1177/0149206316672530Journal of ManagementChi and Grandey / Emotional Labor Predicts Service Performance 672530research-article2016 Journal of Management Vol. 45 No. 2, February 2019 673 –700 DOI: https://doi.org/10.1177/014920631667253010.1177/0149206316672530 © The Author(s) 2016 Article reuse guidelines: sagepub.com/journals-permissions Emotional Labor Predicts Service Performance Depending on Activation and Inhibition Regulatory Fit Nai-Wen Chi National Sun Yat-Sen University Alicia A. Grandey Pennsylvania State University When service providers regulate their moods and expressions (i.e., deep acting and surface acting), are they better performers? Drawing on the framework of activation-inhibition regulatory systems and regulatory fit, we propose (a) that deep acting represents an activation-oriented regulation strategy and surface acting, an inhibition-oriented regulation strategy; (b) that these strategies have separate pathways to desirable performance (i.e., affective delivery) and counterproductive perfor- mance (i.e., service sabotage), respectively; and (c) that performance is optimized when momentary regulation strategies are aligned with activation- and inhibition-oriented traits. Empirically, across two studies, we employ a multilevel approach (i.e., within- and between-person), a multisource approach (i.e., self, coworker, customer), and a multicontext approach (i.e., banks and restaurants) to test regulatory fit as applied to emotional labor. In two studies, we support separate activation and inhibition pathways, plus regulatory fit, in that deep acting is beneficial to affective delivery for those higher in two activation traits—namely, extraversion and openness—and that surface acting predicts service sabotage for those lower in an inhibition trait: conscientiousness. We empirically rule out mood as the explanation for these effects, propose future research to apply regulatory fit to other outcomes and contexts, and suggest practical implications for services.
    [Show full text]