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Highlights the power of positive emotions in helping to build individual and organizational success.

Explores the meaning of positive emotions, how they can be promoted at individual and organizational level and the benefits they can bring to the individual and organization.

Advances the view that positive emotions can benefit physical health, mental well-being and the ability to flourish, creativity, resilience, the mood of others, positive memories and relationships.

Argues that the positive emotions of the workforce can improve the organizational culture and improve organizational performance.

Demonstrates that around three positive emotions are needed to balance out each negative emotion and shows that positive emotions can be stimulated through having new experiences and through acts of kindness and gratitude.

Extends psychological thinking on positive emotions to the workforce and workplace.

Experimental evidence for aspects of the broaden-and-build theory actually existed prior to the theory’s introduction to the academic world. Generally speaking, laboratory studies showed a causal effect of positive feelings on thought processes. Across a host of studies, Isen and her colleagues demonstrated a wide range of cognitive outcomes resulting from induced positive emotions, including patterns of unusual thought (Isen, Johnson, Mertz, & Robinson, 1985), flexible thinking (Isen & Daubman, 1984), creativity (Isen, Daubman, & Nowicki, 1987), and receptivity to new information (Estrada, Isen, & Young, 1997).

Although a plethora of literature has developed person–job fit theory, how leaders' emotions affect followers' person–job fit has received insufficient attention. Drawing on emotions as social information (EASI) theory, the present research study investigated the impact of leaders' positive emotions on person–job fit and further explained the mediating role of psychological safety and the moderating effect of organizational identification.

Data were collected from 319 Chinese employees nested in 67 teams, and a cross-level design was adopted to examine the research hypotheses.

The results indicated that individual-level psychological safety played a mediating role in the cross-level relationship between team-directed leaders' positive emotions and individual-level person–job fit. Moreover, the authors found a cross-level moderating effect of team-level organizational identification.

This present research empirically showed that leaders displaying positive emotions in the workplace benefited followers' perceptions of psychological safety, which in turn improved followers' attitudes towards their job in management practice. In addition, organizational identification could positively advance this process.

This study is the first to evaluate the operational mechanism of leaders' emotion on followers' perceived person–job fit in the Chinese context. Person–job fit has primarily been investigated as a driver of employee outcomes in the previous research studies. These studies focussed on whether and how leaders' emotions improve followers' person–job fit.

Transformational leaders have long been known to use emotions to motivate their followers and guide their energy toward the vision set forth by the leader. Much of the past research and theory on this topic has exhibited a bias toward positively valenced emotions. Negative emotions have received limited attention relative to positive emotions, and this imbalance has led to a skewed understanding of the relationship between emotions and transformational leadership (TL).

The study reviews the organizational literature regarding negative emotion expression in TL.

The study integrates research regarding negative emotions and TL with the existing body of research regarding positive emotions and TL. The authors argue that the range of emotions considered needs to be broadened and rebalanced. Practical and theoretical implications are also discussed.

The study integrates the benefits of negative emotions and TL the more well-known and explored the benefits of positive emotions and TL. The study uses the four components of TL theory, i.e. inspirational motivation (IM), idealized influence (II), individualized consideration (IC) and intellectual stimulation (IC), to explore how transformational leaders can effectively display negative emotions. The study ultimately presents a more balanced overview of emotions and TL.

The overall aim of this study is to explore factors associated with academic performance among university students. Specifically, it explores whether a supportive study climate is directly related to academic performance and whether students’ psychological capital (PsyCap), positive emotions and study engagement play a role in the relationship between supportive study climate and academic performance.

A total of 588 bachelor students from a range of academic programs participated in a survey. The partial least squares (PLS)-based structural equation modeling (SEM) was used to test the conceptual models and the hypothesized relationships, using the software SmartPLS.

No support was found for a direct relationship between supportive study climate and academic performance. However, the results show that PsyCap, positive emotions and study engagement have a mediating role between supportive study climate and academic performance. In addition, the findings reveal a multifaceted pattern among PsyCap, positive emotions and study engagement that promotes academic performance.

This is the first study that simultaneously explores the role of PsyCap, emotions and study engagement between supportive study climate and academic performance among university students. Consequently, it broadens and deepens previous research and offers both theoretical and practical implications.

In consideration of the lack of research regarding airline lounge customers’ behavior, the purpose of this study was to examine the relationships among brand personality, self-congruity, functional congruity, positive emotion, customer satisfaction and revisit intentions in airline lounges.

On the basis of theoretical associations among study constructs, a conceptual model was proposed and tested using the data collected from airline lounge patrons through an online survey.

The empirical results showed that brand personality was positively related to self-congruity. Self-congruity was significantly associated with positive emotions and functional congruity. In addition, functional congruity was significantly associated with positive emotions. This result also indicated that positive emotion significantly influenced customer satisfaction. The mediation tests showed that both self-congruity and functional congruity significantly affected customer satisfaction through positive emotion. Customer satisfaction was a significant predictor of revisit intentions within the context of airline lounges.

Overall, these results help airline lounge operators understand lounge travelers who become more demanding with regard to brand personality, self-congruity and functional congruity.

This research was the first to test the effectiveness of image congruity theory in the domain of airline lounges. Our findings contribute to the body of knowledge on customer behaviors in airline lounges and image congruity.

The purpose of this paper is to examine causal attribution in interactional service experiences. The paper investigates how triggers in the environment of a customer-employee interaction influence customer behavioral response to employees’ negative and positive affect. Additionally, it studies the role of sympathy and authenticity as underlying mechanisms of this relationship.

Two scenario-based experimental designs (N1=162; N2=138) were used. Videotaped scenarios served as stimulus material for the manipulation of two focal variables: the employee’s emotional display as either negative or positive and the availability of an emotion trigger in the interaction environment to convey the attribution dimension of cause uncontrollability. The emotion trigger’s visibility was varied in the two studies. Customer response was captured by buying intentions.

Customer responses are more favorable for both positive and negative interactional experiences when customers have access to information on cause uncontrollability (i.e. notice triggers in the interaction environment). Analyses reveal that these effects stem from feelings of sympathy for negative experiences and authenticity for positive experiences.

This research supports the relevance of causal attribution research on interactional service experiences, which have high-profit impact. Moreover, the findings underline the importance of the experience of fact in service interactions and thereby provide a more nuanced view on the discussion of whether service providers should use impression management strategies to engender customer satisfaction even when this behavior is “faked.”

The purpose of this paper is to investigate the significant contribution of emotions along with other conventional loyalty drivers on the loyalty intentions.

The influence of three conventional loyalty drivers, i.e., value equity, brand equity, relationship equity on loyalty intentions was investigated by further exploring the moderating effects of negative and positive emotions. A sample of 834 Pakistani consumers in the supermarkets and banking industries was studied employing store-intercept survey design.

Consumer behavior is driven by emotions in both the supermarkets and banking context. Thus, in order to better predict customer loyalty intentions, the emotional component is crucial and should be included along with other cognitive components.

Since customers’ emotional responses throughout service delivery are strongly linked to loyalty, therefore supermarkets and bank service managers need to make sure that the customers experience with their services as pleasurable as possible and for this purpose, customer service employees need to be trained in order to better understand the customers’ emotional responses during the course of service delivery process.

The present study complements the existing literature regarding the role of emotions in service settings and offers a new point of view for the linkage among emotions, customer equity drivers and customer loyalty intentions.

This study aims to investigate how individuals’ regulatory focus affects perceived value and consumption emotions and how differently perceived value and emotions influence the future behavioral intentions of ethnic restaurant customers.

The proposed model was empirically tested with the online survey sent to frequent American travelers who have had dining experiences at Asian restaurants. A total of 435 valid responses were obtained and analyzed by means of structural equation modeling analysis.

The results indicated that promotion-focused individuals are more likely to perceive both hedonic and utilitarian values, and as a result experience positive emotions while dining at Asian restaurants. On the other hand, prevention focus was not significantly related to either hedonic or utilitarian values in itself, and it has a significant effect on negative emotions. The results also demonstrated that perceived hedonic and utilitarian values directly and/or indirectly influence behavioral intentions through consumption emotions.

This study contributes to existing knowledge on regulatory focus theory by identifying significant theoretical relationships among cognitive and affective consumption responses and regulatory focus. Specifically, the main contributions include suggesting novel perspectives that promotion focus is associated with consumers’ value perception, whereas prevention focus is not, and making a first attempt to discover a relationship between regulatory foci and two general types of consumption emotions (positive and negative emotions) and identifying theoretically important associations that promotion focus (vs prevention focus) is more strongly related to positive emotions (vs negative emotions).

The positive psychology movement suggests organisational behaviourists should accentuate the positive by increasing the attention paid to the enhancement of employee wellness. This fits comfortably with the ethos of human resource management which is rooted in notions of social exchange, reciprocity and mutual gain. The purpose of this paper is to inject some positivity into HRM research by examining the mediating role of positive emotions in the HRM–performance relationship.

To examine the role played by positive emotions in the relationship between HRM and citizenship behaviours, the authors surveyed a sample of 250 employees from 14 organisations in New Zealand service industries. Sobel and bootstrapping tests were used to examine the mediation model.

Results show positive emotional states, both personal and job-related, to positively and partially mediate the HRM–contextual performance relationship.

Theoretically, this finding opens up HRM’s black box affording support for the inclusion of a wider range of psychological states than those presently studied.

Support is provided for HRM approaches which are more progressive than remedial in nature.

Emotions are malleable and this study suggests that fostering positive emotional states might hold the key to performance, unlocking desirable employee behaviours.