Meaningful Connections: Positive Relationships and Attachments at Work.

By William A. Kahn. 2007

191 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/1655e310e8f27b2c197a761b9ae557dfb99d5987

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Citations in the corpus

Organization-Based Self-Esteem and Meaningful Work Mediate Effects of Empowering Leadership on Employee Behaviors and Well-Being (2018, background): “Because people are motivated to be a part of desirable social groups, feelings of connection to groups through work provide employees with meaningfulness by helping them experience a positive sense of shared common identity with others (Kahn, 2007; Pratt & Ashforth, 2003; Rosso et al., 2010; Wrzesni”
Relational and Identity Perspectives on Healthy Versus Unhealthy Pursuit of Callings (2012, background): “A relational perspective on personal well-being places importance on positive relationships as sources of well-being, and negative relationships as undermining to one’s psychological health (Baumeister & Leary, 1995; Kahn, 2007).”
Social capital and innovation in R&D teams: the mediating roles of psychological safety and learning from mistakes (2013, unknown): “As such, individuals can take actions in constructive ways with each other and are enabled to perform under shared and communal structures and processes (Kahn, 2007).”
Mere listening effect on creativity and the mediating role of psychological safety. (2018, background): “Psychological safety increases creativity because it allows employees to be more vulnerable in what and how they say and in how they act (Edmondson et al., 2004; Kahn, 2007; Schein, 1999).”
The Space Between Us: A Social-Functional Emotions View of Ambivalent and Indifferent Workplace Relationships (2017, background): “…not only are a vital part of a workplace’s social environment but also define it (Schneider, 1987) by shaping how people think, feel, and act (Kahn, 2007) and significantly influencing important organizational outcomes (Chiaburu & Harrison, 2008; Ferris, Liden, Munyon, Summers, Basik, &…”
No Employee an Island: Workplace Loneliness and Job Performance (2018, background): “A growing stream of research has shown that employee job performance is significantly tied to an employee’s ability to build and maintain a relational support system and interpersonal networks (Chiaburu & Harrison, 2008; Grant & Parker, 2009; Kahn, 2007).”
In good company: The impact of perceived organizational support and positive relationships at work on turnover intentions (2015, background): “Dutton and Heaphy (2003) define high-quality connections as those connections that nurture people and their relationships, facilitate care and compassion and provide a context in which people can feel valued for who they are (Kahn, 2007).”
An interdisciplinary meta-analysis of the potential antecedents, correlates, and consequences of protégé perceptions of mentoring. (2013, background): “First, affective reactions and experiences are central to relationships; they give meaning and purpose to our lives, make us feel validated and valued (Kahn, 2007).”
Out of the Box? How Managing a Subordinate’s Multiple Identities Affects the Quality of a Manager-Subordinate Relationship (2015, unknown): “Then, it is possible that a subordinate whose personally valued resources have been suppressed will engage less at work, which can affect his or her performance (Kahn, 1990; Kahn, 2007).”
Diabolical dictators or capable commanders? An investigation of the differential effects of autocratic leadership on team performance (2015, background): “Team members will feel at risk about what they say and how they act (Edmondson, 2004; Kahn, 2007; Schein, 1999) when autocratic leadership is shown in teams characterized by high levels of power struggles.”
Positive Organizational Scholarship (2007, unknown): “…quality connections), a focus on these types of relationships and their functions (e.g., task accomplishment, career development, sensemaking, provision of meaning and personal support, Kahn, 2007) has unearthed possibilities for explaining different forms of flourishing in and of organizations.”
Pathways for Positive Identity Construction at Work: Four Types of Positive Identity and the Building of Social Resources (2010, background): “…for career progress (Burt, 1992), the power of psychological safety (Carmeli, Brueller , & Dutton, 2009; Creed & Scully, 2000; Edmondson , 1999) and attachments at work (Kahn, 2007), and links between respectful connections and mindful organizing (Vogus & Sutcliffe, 2007; Weick & Roberts, 1993).”
How Does Workplace Helping Behavior Step Up or Slack Off? Integrating Enrichment-Based and Depletion-Based Perspectives (2018, background): “Second, employees who engage in helping behavior may also experience more psychological meaningfulness because their helping lays the foundation for positive interpersonal relationships at work (Kahn, 1990, 2007).”