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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.

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.

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.

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.

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.

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.

The purpose of this paper is to articulate a synergic-mediated model of positive service behaviors enabled by what could be called a “psychosocial resource caravan” for improved customer behavioral intentions to help service organizations especially during coronavirus disease 2019 (COVID-19) crisis.

This paper adopts a multi-level approach and is based on positive organizational behavior and occupational health and safety literature. An empirical study of synergic-mediated model of positive service behaviors has been developed and tested using a quantitative approach.

This paper offers a theoretical framework proposing that a psychosocially safe work environment (psychosocial safety climate (PSC)) interacts with employees' positive psychological capital (PsyCap) to facilitate positive service behaviors that influence customers' behavioral intentions. As PsyCap and PSC have origin, respectively, in different organizational levels, those both can combine and create a context for positive service encounters. The proposed model has been operationalized and then the reliability and validity of the constructs have been examined. A series of CFAs has been conducted and the fitness of the prosed model was compared to other possible models. The model showed a better fitness compared to the other plausible models. All hypotheses of the model were also significant.

The proposed model integrates positive organizational behavior and occupational health and safety literature to consider the conditions for positive service behaviors. High levels of PsyCap among team members and a psychosocially safe working environment, i.e. PSC can impact customers through positive service behaviors. The articulation of the proposed model presented in this paper invites future empirical research on the synergic nature of psychosocial resources. The paper also suggests some key points to operationalize “psychosocial resource caravan.”

This study aims to reach a perception of the advance of research on deviant organisational behaviours.

This research has been done through the text mining method. By reviewing, the papers were selected 360 papers between 1984 and 2020. Based on the Davis–Boldin index, 11 optimal clusters were gained. Then the roots were ranked in any group, using the Simple Additive Weighting technique. Data were analysed by RapidMiner and MATLAB software.

According to the results obtained, clusters are included leadership styles, job attitudes, spirituality in the workplace, work psychology, personality characteristics, classification and management of deviant workplace behaviours, service and customer orientation, deviation in sales, psychological contracts, group dynamics and inappropriate supervision.

This study provides a landscape and roadmap for future investigation on deviant organisational behaviours.

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).

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.

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.

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.

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.

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

This paper aims to integrate the extant literature on the impact of positive leadership on organisational outcomes within the Australian not-for-profit (NFP) organisations, identifies existing gaps in the literature and proposes a framework capturing feasible pathways for future research on positive leadership in NFP organisations.

This is a systematic review of the existing literature on positive leadership and external/environmental factors and organisational values as applied to Australian NFP organisations mainly based on journal articles.

This paper proposes a plausible conceptual framework postulating how Australian NFP organisations could attain superior performance outcomes when there is a perfect alignment between positive forms of leadership, external/environmental factors and organisational values. We explain the conceptual framework through testable research propositions explaining interrelationships between positive leadership, external/environmental factors, organisational values and organisational performance.

The review focused on two positive forms of leadership (i.e. transformational and servant) and could benefit by including other closely related leadership styles and behaviours (like authentic and ethical leadership). In addition to the positivist paradigm and quantitative approach adopted by this paper, interpretative and critical paradigms and related qualitative approaches may also lend themselves well to exposing pertinent issues and relationships that have not been imagined before in the under-researched NFP sector.

Leaders within NFP organisations need to understand when and how to align positive forms of leadership, external/environmental factors and organisational values to maximise limited resources available to Australian NFP organisations.

This systematic review adds to the limited literature exploring the impact of positive forms of leadership within Australian NFP organisations. The proposed framework offers unique insights into the relationships between positive forms of leadership, external/environmental factors, organisational values and organisational performance.

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).

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.

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.

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

The rise in the instances of ethical scandals in recent times has brought to light the hitherto ignored phenomenon of unethical proorganizational behavior (UPB) by employees. Drawing upon the social exchange theory, this study aims to examine the role of perceived organizational support (POS) and organizational identification on UPB. The research also investigated the moderating role of core self-evaluation (CSE) and positive reciprocity beliefs.

The hypotheses were tested with three-wave survey data collected from 306 executives from India. Data was analyzed using mediation and moderated mediation analyses on PROCESS v 3.0 macro.

Results showed that organizational identification mediated the relationship between POS and UPB. Further, CSE and positive reciprocity beliefs were seen to moderate the mediated relationship providing support for the moderated mediation framework.

The study highlights the importance of clear code of ethics, communication of ethical guidelines and ethical behavior of the managers as some of the ways to reduce the menace of UPB. Further, managers should be more vigilant toward the employees low on CSE and high on positive reciprocity beliefs as they are more prone to engage in UPB given their identification with the organization.

To the best of the authors’ knowledge, this is the first study to investigate the mediating role of organizational identification in the relationship between POS and UPB. Further, to the best of the authors’ knowledge, no previous study has explored the moderating role of CSE and positive reciprocity beliefs in the aforesaid mediation.

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.

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.

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.

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.

Emotional intelligence (EI) affect behavior and thinking patterns are linked to physical and mental health, employee interpersonal relationships and job performance. Regarding individual EI, workplace employees expect high organizational support with positive employee relations, because they regard employee relations as a perceived support from the organization, which reflects a positive organization's citizenship behavior. Thus, in terms of human resource management, enhancing organizational citizen behavior can ensure that employees continue to improve job performance by maintaining a positive psychological state and employee relations.

Using a questionnaire survey and structural equation modeling, this study aims to investigate the relationships between EI, psychological capital, job performance, organizational citizenship behavior (OCB) and perceived organizational support. The research subjects (N = 536) were in life insurance companies in Taiwan.

The results showed that psychological capital plays a mediating role in the effect of EI on OCB. Perceived organizational support is used to determine the existence of the effect of moderated mediation in the proposed research model.

This is the first study to find that the indirect effect of EI on organizational citizen behavior through psychological capital is stronger when there are higher levels of perceived organizational support than when there are lower levels of perceived organizational support. In addition, in terms of employee relation development, employee perceived organizational support from organizations is a critical influence which bridges employees' EI and organizational citizen behavior through psychological capital on the human resource management.

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).

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.

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.

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.

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.