High-quality Connections

By J. Stephens, Emily D. Heaphy, Jane E. Dutton. 2011

233 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/1b336868d6bc19c49bf93d237112915ac583ea64

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In General Health Professions

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Are authentic leaders associated with more virtuous, committed and potent teams? ☆ ☆☆ (2013, background): “…affective commitment toward the team; (b) individuals highly committed to their teams develop more positive affect and high quality connections (Stephens et al., 2012), with positive team affect spirals taking place (Walter & Bruch, 2008) and dynamics of reciprocated positive acts occurring at…”
In good company: The impact of perceived organizational support and positive relationships at work on turnover intentions (2015, background): “Additionally, the willingness to engage in exchange relationships with others through mutually beneficial connections (Dutton and Heaphy, 2003; Stephens et al., 2011) is founded on principles of attachment and commitment (Flynn and Brockner, 2003).”
Positive psychology at work: A conceptual review, state-of-practice assessment, and a look ahead (2013, background): “While empirical investigations of HQC interventions are lacking, Stephens, Heaphy, and Dutton (2012) created a conceptual model of cognitive, emotional, and behavioral mechanisms likely to enhance such connections.”
The positive effect of expressing negative emotions on knowledge creation capability and performance of project teams (2016, background): “ENE describes a particular facet of high-quality relationships, in which the capacity of the connection between people allows them to achieve more enduring and expansive outcomes (Dutton and Heaphy, 2003; Stephens et al., 2011).”
Respect as an engine for new ideas: Linking respectful engagement, relational information processing and creativity among employees and teams (2015, background): “This perspective highlights that interactions can be a mutually developmental experience through which people grow and adapt to each other, rather being a conduit for the exchange of resources (Stephens et al., 2012).”
Understanding compassion capability (2011, background): “Connie’s description provides insight into the first condition fostered by the everyday practices—high-quality connections (HQCs)—which are connections between people marked by a sense of positive regard (Rogers, 1951), mutuality (Miller and Stiver, 1997), and tensility (or flexibility) (Dutton and ”
A Relational Model of Perceived Overqualification: The Moderating Role of Interpersonal Influence on Social Acceptance (2016, unknown): “In addition, organizations can benefit from building a climate that emphasizes interpersonal harmony (Leung, Brew, Zhang, & Zhang, 2011) and high-quality relationships (Stephens et al., 2012).”