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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.

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.

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.

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).

This paper aims to explore the relationships among perceived organizational support, positive relationships at work and intent to turnover through a social exchange theory lens. The main contribution of this paper is the investigation of different types of positive workplace relationships on employee withdrawal behaviors.

A 49-item survey was developed through a review of literature related to positive workplace relationships and intent to turnover. Surveys were made available to 200 healthcare employees; 73 surveys were accurately completed and used to test a mediated model of positive relationships at work.

Positive relationships at work were found to have a mediating effect between perceived organizational support and intent to turnover. Additionally, perceived organizational support was found to have direct and indirect effects on intent to turnover.

Managers can affect employees’ intentions to turnover by improving practices that provide support to employees and encouraging positive relationships with coworkers. Additional literature related to our variables of interest suggests that employees perceive more support when their organizations offer commensurate rewards, opportunities for growth and participation in decision making.

This study speaks to those researchers and managers interested in employees’ motivations for staying in or leaving from their organizations. Turnover and related withdrawal behaviors are expensive for organizations, so discovering the factors that members value offers organizations the ability to affect their members’ intentions to turnover. Additionally, the exploration of relationships between perceived organizational support and positive relationships at work suggests that different support mechanisms play different roles in affecting organizational and individual outcomes.

This study argues that existing constructs of psychological resilience of employees focus too narrowly on recovery from adverse events. Therefore, this paper aims to present an alternative construct in which resilience reflects an intention to grow as a person when facing both opportunities and difficulties. Initial evidence for a measure of growth-based resilience is presented.

In Study 1, a six-step scale development procedure was used. Items were generated deductively, and an exploratory factor analysis on data from a sample of 167 Indonesian managers was used to refine the scale structure. Study 2 validated the Study 1 results using a two-step confirmatory factor analysis, including structural equation modelling, involving a second sample of 241 Indonesian managers.

Study 1 suggested a scale using 16 items reflecting two dimensions, Developmental Persistency, involving perseverance and commitment to growth, and Positive Emotion. Study 2 generally confirmed the structure of this measure and produced expected correlations with other theoretically related constructs. Overall, the findings support the reconceptualisation of resilience as a response to life challenges and opportunities focussed on growing as a person.

Further testing of the validity of this construct is recommended, and its nomological network should be examined to clarify its relationship to related concepts such as hardiness, coping, thriving and similar qualities.

The growth-based perspective allows organisations to better assess and improve employee resilience as it more accurately reflects the nature of resilience as a fundamental “positive” dimension of human personality, where existing approaches focus merely on recovering from workplace adversities. An implication is that employee development efforts focussed more on personal development than specific work skills, or at least contextualising the latter in the person’s life context, will be more successful.

A more holistic view of resilience as the capacity for responding to life’s challenges and opportunities through personal growth resolves a number of issues created by existing recovery-based constructs.

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.

The emerging fields of positive psychology and positive organizational scholarship (POS) contribute new perspectives and approaches for leadership education and leadership development in higher education. While there are emerging empirical studies in these new fields, little connection has been made to the intellectual and practical applications for undergraduate leadership education. In this paper, the authors make a case for the intersection of leadership and positive organizational scholarship in the context of an academic course that combines theory-to-practice using a project-based learning approach. Student learning gains in this course are reported through a pre-post assessment of student’s competency and personal levels of well-being.

A review of the emerging scholarly literature on positive organizational scholarship indicates a need to pursue cognitive, emotional and motivational mechanisms which translate into positive states and outcomes in organizations. Responding to this, this paper aims to test a mediation model linking resilience and organizational citizenship behaviors (OCB) through subjective well-being (SWB) components (i.e. life satisfaction and affect balance) and organizational commitment (OC) components.

Data were collected from 345 employees working in the Indian manufacturing industry. The study used structural equation modeling using AMOS to conduct bootstrapped mediation analyses.

Results showed that SWB and OC components mediated the resilience-OCB relationship. Results offered strong support for the role of affect balance (high positive and low negative affect) and affective commitment in mediating the influence of resilience on OCB.

The study not only tested the applicability of resilience in an organizational context to predict coveted positive outcomes but also identified the underlying mechanism as how psychological resource capacities like resilience contribute to OCBs.

Much of management research has been based on what can be called a “deficit‐based” approach. In contrast, there is the recent emergence of a new paradigm shift with the appearance of positive organizational studies. This paper aims to discuss how to integrate knowledge coming from both sides of the fence and exemplify it by testing a model that looks for the intricate and paradoxical relationships between optimism and pessimism.

Using cluster analysis, a theoretical model is developed that includes the existence of a paradoxical type of personality beyond the dichotomous optimistic and pessimistic profiles. The validity of this model is tested in a sample of 343 workers of a company.

The data evidenced a good fit with the four cluster theoretical model and showed that almost half of the sample (46.36 percent) were clustered as “paradoxical optimists”, individuals that simultaneously reported optimistic and pessimistic expectations towards the future.

Management researchers should make an effort to better understand how positive and negative phenomena in organizations relate to one another, namely by studying paradoxical personality individuals. They should go beyond the normal positive/negative dichotomy and search for more integrative forms of functioning. In the specific case of optimism, they should also distinguish paradoxical optimists from both “purely” optimists and pessimists.

The paper illustrates that positive and negative issues in organizations can and should be integrated in more integrative theories. It develops and shows evidence of the construct of “paradoxical optimist”, a personality type that should be better investigated.

The purpose of this paper is to examine the relationship between organizational justice and organizational citizenship behavior (OCB) while considering the mediating effect of organizational commitment and the moderating role of power distance on this association.

Using a stratified sampling technique the data were collected from the employees working in bank branches located in five metropolitan cities (i.e. Islamabad, Peshawar, Lahore, Quetta and Karachi) of Pakistan. A total of 409 responses were received and 379 questionnaires were considered for analysis. To test the hypotheses structural equation modeling technique was applied using AMOS 21.0.

The results reported an insignificant relationship between organizational justice and OCB, but the relationship between organizational justice and organizational commitment was found to be significant. It has also emerged from the analysis that organizational commitment fully mediates the relationship between organizational justice and OCB. Moreover, power distance was found to moderate the relationship between organizational justice and organizational commitment.

Findings of this study can be useful for banking organizations and policy makers responsible for employee productivity and overall employee well-being, particularly managers working on long-term organizational vision and expect employees to respond pro-socially toward fellow workers and organizational objectives. The study also provides the scope and space for potential scholars and researchers for carrying out further research.

Findings of this study can be useful for banking organizations and policy makers who have long-term vision and expect OCB from its employees to be sustainable in a dynamic market. The study also provides the scope and space for potential scholars and researchers for carrying out further research.

While extensive literature is available on organizational justice and its impact on OCB, very little work seems to have been done to examine the moderating impact of power distance between organizational justice and organizational commitment, particularly in the context of a developing country like Pakistan. Therefore, this work may be considered as original and of significant value in understanding the relationships between the various constructs in the scenario of Pakistan.

Employee well-being is increasingly relevant and crucial for organizational success. As work engagement and employee well-being affect employee performance, this area is the focus of increasing attention both from scholars and industry professionals. The main objective of the present research study is to investigate the mediating role of work engagement on the relationship between mindfulness at work, organizational justice and employee well-being.

The study was conducted on information technology (IT) employees in India, and 331 complete responses were collected for the data analysis. The cross-sectional data were collected through purposive sampling. Structural equation modeling (SEM) was applied to evaluate the proposed research hypotheses.

The findings support the convergent and discriminant validities of mindfulness, organizational justice, work engagement and employee well-being. The results indicate that mindfulness and organizational justice have an indirect relationship with employee well-being. In addition, the study demonstrates that work engagement significantly mediates the relationship between mindfulness and employee well-being as well as between organizational justice and employee well-being.

The findings will help organizations and human resources (HR) departments to understand the importance of work engagement and employee well-being in the workplace.

The mediating effect of work engagement between the workplace mindfulness–organizational justice relationship on employee well-being is addressed by drawing on conservation of resources (COR) and job demand–resource (JD–R) theories. Prior research has exclusively studied the relationship of employee well-being with either mindfulness or organizational justice. This research provides empirical insights regarding the fact that both mindfulness and organizational justice simultaneously have a relationship with employee well-being.

Based on positive organizational scholarship, this study aims to examine the role of faculty engagement in mediating the relationship between quality of work-life (QWL) and organizational commitment. The paper also analyses how spiritual leadership moderates the relationship between QWL and faculty engagement.

The data was collected through structured questionnaires from undergraduate and postgraduate teachers working in various business schools across major cities in India. The sample was selected through the snowball sampling technique. The sample size was 486, and analysis was done through the structural equation modelling approach using the bootstrapping method.

Findings indicate that faculty engagement mediates the relationship between QWL and organizational commitment among teachers. Furthermore, results show that educational institutions that practice spiritual leadership support higher positive psychological and emotional states of engagement.

The paper provides an integrated model of engagement, commitment and QWL through a study of mediation and moderation effects and adds value to the psychology and workplace spirituality literature. There is the future scope for further generalizations of the model in different geographical contexts to analyse the influence of other leadership styles.

Furthermore, it would help educational institutions to design QWL strategies for engaging teachers psychologically, emotionally and cognitively by accelerating employees’ positive emotions and behaviours. Finally, the paper shows implications for developing the QWL strategies to create a committed and engaged workforce through spiritual leadership.

The paper contributes to the academic literature by investigating interrelationships among variables from a positive organizational scholarship perspective. The paper would help practitioners to comprehend the importance of spiritual leadership in educational institutions.