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Article

Sehrish Shahid and Michael K. Muchiri

Recognising the value of positive organisational behaviour at the workplace, this paper aims to provide a major review of the current state of research on positivity, and…

Abstract

Purpose

Recognising the value of positive organisational behaviour at the workplace, this paper aims to provide a major review of the current state of research on positivity, and subsequently proposes new pathways for more theory building relating to important constructs conceptually related to positivity. Following the integration of emerging but disparate research on workplace positivity and related concepts, the paper develops a conceptual framework depicting the relationships amongst authentic leader behaviours, organisational virtuousness, psychological capital, thriving and job performance.

Design/methodology/approach

The paper offers a systematic critical review of published studies representing the literature addressing authentic leadership, organisational virtuousness, thriving, psychological capital and job performance. The paper relied on computerised keyword searches in the main business source databases of Emerald, ProQuest, ScienceDirect, EBSCOhost and SpringerLink.

Findings

This paper leads to a conceptual framework proposing direct relationships between authentic leadership, psychological capital, organisational virtuousness and job performance. Further, authentic leadership is proposed to potentially nurture organisational virtuousness, psychological capital, employee thriving and job performance, given the theoretical linkages between these conceptually relevant variables related to positivity. Additionally, organisational virtuousness and psychological capital are projected to mediate the relationship between authentic leadership and employee thriving. Finally, organisational virtuousness, psychological capital and employee thriving are designated as mediators of the relationship between authentic leadership and job performance.

Research limitations/implications

This paper proposes a conceptual framework focusing on one form of positive leader behaviour and also assumes specific causal pathways using a positivistic research approach to understanding the leadership–performance relationship. The paper did not examine all possible antecedents of positivity at the workplace.

Practical implications

The proposed conceptual framework should form the basis of many organisational interventions, especially in relation to boosting authentic leadership, organisational virtuousness, psychological capital, employee thriving and job performance. By suggesting the association between authentic leadership, psychological capital and organisational virtuousness, this paper highlights potential benefits from effective leaders’ commitment to enhancing psychological capital and organisational virtuousness and engendering thriving behaviour and job performance.

Originality/value

This novel paper has the potential to stimulate the empirical studies on workplace positivity through the association of authentic leadership, psychological capital, organisational virtuousness and thriving.

Details

International Journal of Organizational Analysis, vol. 27 no. 3
Type: Research Article
ISSN: 1934-8835

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Article

Xiao-Fu Pan, Qiwen Qin and Fei Gao

The purpose of this paper is to explore the effect of organizational psychological ownership (OPO) and organization-based self-esteem (OBSE) on positive organizational

Abstract

Purpose

The purpose of this paper is to explore the effect of organizational psychological ownership (OPO) and organization-based self-esteem (OBSE) on positive organizational behaviors (POBs).

Design/methodology/approach

Based on empirical survey, 2,566 employees from 45 production enterprises in China were surveyed by a self-designed questionnaire on OPO, OBSE and POB. Then, the methods of correlation analysis, multiple regressions, impact effect and path analysis were used to verify the research hypothesis.

Findings

The results showed that POB is positively related to OPO and OBSE, and that OPO and OBSE are positive predictors of POBs. The results also demonstrated that OBSE has partial mediating effects on OPO and POB. In particular, psychological ownership has a significant impact on each sub-factor of POB, while OBSE has a remarkable effect on the behavior of devotion and interpersonal harmony.

Research limitations/implications

This is a non-experimental field study and as such inferences about causality are limited, and there is a possibility that the results may be influenced by common method variance.

Practical implications

The findings of the present study reveal that to strengthen employees’ POBs, manager should enhance employees’ OPO and OBSE, and therefore the organizational performance and the individual efficacy will be improved.

Originality/value

This is the first research which studies the relationship among OPO, POB and OBSE under the background of China.

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Book part

Elizabeth Baker

In the workplace, the aim of positive organizational behavior (POB) is to promote the strengths and proficiencies of the institution’s human capital in the belief that…

Abstract

In the workplace, the aim of positive organizational behavior (POB) is to promote the strengths and proficiencies of the institution’s human capital in the belief that doing so increases work productivity and boosts employee morale while decreasing stress and employee burnout. POB, incorporating the tenets of positive psychology within its framework, emphasizes that the psychological states of self-efficacy, hope, optimism, and resiliency are able to be quantified, improved, and controlled. The purpose of this chapter is to introduce the concept of POB, to explore its impact on leadership development (particularly by examining the authentic leadership model), to discuss its human resource development (HRD) applications in the workplace, and to apply the POB concept to academic and public library directors with the aim of producing a better working environment for all library staff. A conceptual approach is employed throughout the chapter to provide a theoretical analysis of how the POB concept could be utilized by library administrators. Using a variety of tools such as modeling, coaching, and rewarding innovation to produce the desired behaviors in subordinates, administrators can help to create an organizational climate within their institutions that values positivity over negativity. As a recently emerged phenomenon, POB is still developing, producing two important concepts on its own, namely authentic leadership and psychological capital, which have not been applied to the library profession. This chapter adds a unique perspective to the growing POB literature.

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Book part

Neal M. Ashkanasy, Ashlea C. Troth, Sandra A. Lawrence and Peter J. Jordan

Scholars and practitioners in the OB literature nowadays appreciate that emotions and emotional regulation constitute an inseparable part of work life, but the HRM…

Abstract

Scholars and practitioners in the OB literature nowadays appreciate that emotions and emotional regulation constitute an inseparable part of work life, but the HRM literature has lagged in addressing the emotional dimensions of life at work. In this chapter therefore, beginning with a multi-level perspective taken from the OB literature, we introduce the roles played by emotions and emotional regulation in the workplace and discuss their implications for HRM. We do so by considering five levels of analysis: (1) within-person temporal variations, (2) between persons (individual differences), (3) interpersonal processes; (4) groups and teams, and (5) the organization as a whole. We focus especially on processes of emotional regulation in both self and others, including discussion of emotional labor and emotional intelligence. In the opening sections of the chapter, we discuss the nature of emotions and emotional regulation from an OB perspective by introducing the five-level model, and explaining in particular how emotions and emotional regulation play a role at each of the levels. We then apply these ideas to four major domains of concern to HR managers: (1) recruitment, selection, and socialization; (2) performance management; (3) training and development; and (4) compensation and benefits. In concluding, we stress the interconnectedness of emotions and emotional regulation across the five levels of the model, arguing that emotions and emotional regulation at each level can influence effects at other levels, ultimately culminating in the organization’s affective climate.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78714-709-6

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Book part

Jonathan Furneaux and Craig Furneaux

The purpose of this chapter is to analyse the deviant behaviour of individuals in organisations. Deviants are those who depart from organisational norms. A typology of…

Abstract

Purpose

The purpose of this chapter is to analyse the deviant behaviour of individuals in organisations. Deviants are those who depart from organisational norms. A typology of perceived deviant behaviour is developed from the deviance literature, and subsequently tested.

Methodology/approach

Star Trek: Into Darkness text is qualitatively analysed as a data source. Three different character arcs are analysed in relation to organisational deviance. Starfleet is the specific, fictional, organisational context.

Findings

We found that the typology of deviance is conceptually robust, and facilitates categorisation of different types of deviant behaviour, over time.

Research limitations/implications

Deviance is socially ascribed; so better categorisation of such behaviour improves our understanding of how specific behaviour might deviate from organisational norms, and how different behaviours can mean individuals can be viewed positively or negatively over time.

Further research might determine management responses to the different forms of deviance, and unpack the processes where individuals eschew ‘averageness’ and become deviants.

Practical implications

The typology advanced has descriptive validity to describe deviant behaviour.

Social implications

Social institutions such as organisations ascribe individual deviants, both negatively and positively.

Originality/value

This chapter extends our understanding of positive and negative deviance in organisations by developing a new typology of deviant behaviour. This typology has descriptive validity in understanding deviant behaviour. Our understanding of both positive and negative deviance in organisational contexts is enhanced, as well as the utility of science fiction literature in ethical analysis.

Details

The Contribution of Fiction to Organizational Ethics
Type: Book
ISBN: 978-1-78350-949-2

Keywords

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Article

Koustab Ghosh

The purpose of this paper is to explore the relationships among the welfare constituents of benevolent leadership, ethical climate, and organizational citizenship behaviour

Abstract

Purpose

The purpose of this paper is to explore the relationships among the welfare constituents of benevolent leadership, ethical climate, and organizational citizenship behaviour (OCB) by examining the direct as well as the indirect impacts of benevolent leadership constructs on OCB mediated through the ethical work climate (EWC).

Design/methodology/approach

The data analysis for managerial responses obtained from eight not-for-profit organizations established that ethical sensitivity, spiritual wisdom, positive engagement, and community responsiveness as the welfare elements of benevolent leadership significantly influenced OCB both as proximal and distal outcome through the mediating effect of EWC found in the organizations.

Findings

This study substantiated the point that the welfare orientation exhibited by top and senior management as the core of benevolent leadership behaviour in not-for-profit organizations influenced the EWC and OCB among the organizational members that in turn would enable them to meaningfully engage themselves with the socially relevant projects and community development activities.

Originality/value

The application of benevolent leadership scale in not-for-profit organizations established its predictive validity in relation to ethical climate and OCB.

Details

Leadership & Organization Development Journal, vol. 36 no. 5
Type: Research Article
ISSN: 0143-7739

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Article

Sumedha Dutta and Puja Khatri

Over time, interest in servant leadership has increased manifold both in academic research and the popular press. These rampant developments have set the stage for…

Abstract

Purpose

Over time, interest in servant leadership has increased manifold both in academic research and the popular press. These rampant developments have set the stage for addressing the worthiness of servant leadership’s theory. Empirical studies undertaken by numerous scholars (Farling et al., 1999; Bass, 2000; Page and Wong, 2000; Russell and Stone, 2002; Sendjaya and Serros, 2002; Dennis and Winston, 2003; Smith et al., 2004; Stone et al., 2004; Dennis and Bocarnea, 2005; Humphreys, 2005) have surfaced significant findings supporting relevance of servant leadership in organizational context; however, an absence of universal definition and its measures impinges on this concept. Noticeably missing from research attention has been the effect of servant leadership in promoting positive organizational behaviour among organizational employees. Thus, this paper aims to explore the available literature on servant leadership with a view to establish a servant leader’s role in instilling and facilitating positive organizational behaviour in the workplace. Moreover, the purpose is also to determine whether the positive organizational behaviour inculcated among the employees through a servant leader helps in reducing their turnover intentions.

Design/methodology/approach

Using different keywords, relevant research papers on Google Scholar were selected. Also, several online databases like Emerald Management, Elseiver, EBSCO Host, etc., were accessed for conducting this exploratory study.

Findings

To examine the various convergent and divergent dimensions of the major constructs, numerous definitions and scholarly work of renowned practitioners have been collated through an extensive literature review. To put forth a comprehensive picture encompassing the noteworthy findings of the studies pertaining to the major construct, a tabular representation has been made.

Originality/value

This is the first study wherein the linkage about servant leadership and positive organizational behaviour in organizational context has been talked about. The paper carries value as the literature pertaining to servant leadership in published domain is still in its nascent stage. The repertoire of literature, presented here, will provide a clear direction to the future researchers who wish to pursue their study in this area.

Details

On the Horizon, vol. 25 no. 1
Type: Research Article
ISSN: 1074-8121

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Article

Muharrem Tuna, Issam Ghazzawi, Murat Yesiltas, Aysen Akbas Tuna and Siddik Arslan

– This paper aims to examine the effects of perceived external prestige (PEP) on deviant workplace behavior (DWB) and the mediating role of job satisfaction (JS).

Abstract

Purpose

This paper aims to examine the effects of perceived external prestige (PEP) on deviant workplace behavior (DWB) and the mediating role of job satisfaction (JS).

Design/methodology/approach

The relationship was tested via hierarchical regression analyses. The study used data drawn from 401 employees of five-star hotels located in the Turkish cities of Ankara and Antalya.

Findings

The study findings suggest that there is a negative correlation between JS and organizational deviant work behaviors. Employees’ satisfaction leads to workplace harmony and brings employees closer to the purpose of the organization. Additionally, the study shows that positive PEP reflects positively on JS and vice versa. JS plays a mediating role between PEP and DWB.

Research limitations/implications

The first limitation of the study is that the sample involves a specific area and, therefore, may not be generalizable. Additionally, the study contains only five-star hotels. Therefore, future researchers could replicate the findings with a heterogeneous population sample comprising employees of various hotels’ levels.

Originality/value

The external reputation of an organization (image) is an important subject for researchers, as it fosters organizational members’ JS, and higher PEP decreases members’ deviant work behavior. This empirical study focuses on hospitality employees because this group has not received attention from researchers, despite their importance as the top contributors to the high-level service industry.

Details

International Journal of Contemporary Hospitality Management, vol. 28 no. 2
Type: Research Article
ISSN: 0959-6119

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Book part

Claire E. Ashton-James

Historically, research in organizational behavior has denied and even denounced the presence and impact of emotions in the workplace. Today, after little more than 10…

Abstract

Historically, research in organizational behavior has denied and even denounced the presence and impact of emotions in the workplace. Today, after little more than 10 years of research on emotions in the workplace, organizational behavior scholars look to emotions as an important determinant of nearly every facet of workplace behavior. From interpersonal behavior, to team performance, and strategic decision-making in top management teams, researchers have argued that the role of emotions is fundamental to our understanding of these organizational processes. Research on emotions in the workplace has had a fast and furious growth, facilitated by a lack of critical reflection upon the limits of bounded emotionality as a framework for understanding individuals’ actions in organizations. It is undeniable that emotions influence some facets of organizational behavior. But the questions of interest in this chapter are, in which areas of organizational behavior do emotions play a critical role in the determination of individual and organizational outcomes and under what conditions?

Details

Functionality, Intentionality and Morality
Type: Book
ISBN: 978-0-7623-1414-0

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Article

Baek-Kyoo Joo and Sung Jun Jo

The purpose of this paper is to investigate the effect of the perceived authentic leadership of supervisors and employees’ core self-evaluations on their organizational

Abstract

Purpose

The purpose of this paper is to investigate the effect of the perceived authentic leadership of supervisors and employees’ core self-evaluations on their organizational citizenship behavior (OCB) and to examine the role of psychological empowerment as a partial mediator of those relationships.

Design/methodology/approach

A cross-sectional survey was used to obtain individual perceptions from employees working in one of the biggest companies in Korea. Data from 374 samples was analyzed. Construct validity of each measurement model is examined using confirmatory factor analysis and the hypothesized structural model is tested by structural equation modeling.

Findings

The authors found that perceived authentic leadership, core self-evaluation, and employees’ psychological empowerment had significant impact on employees’ OCB, accounting for 58 percent of the variance in OCB. In addition, 54 percent of the variance in psychological empowerment was explained by authentic leadership and core self-evaluations, partially mediating the relationship between authentic leadership and OCB and the relationship between core self-evaluations and OCB.

Originality/value

Positivity is instrumental in driving intrinsic motivation for work and voluntary devotion to colleagues and organizations. This study contributed to the emerging research branch of management and organizational psychology such as positive organization scholarship and positive organizational behavior by exploring the relationship among the relevant constructs. More specifically, the authors found that positive contextual factor (i.e. authentic leadership), positive personality factor (i.e. core self-evaluations), and positive work experience (i.e. psychological empowerment) do have positive influence on employees’ extra-role performance (i.e. OCB).

Details

Leadership & Organization Development Journal, vol. 38 no. 3
Type: Research Article
ISSN: 0143-7739

Keywords

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