Why positive emotions matter in organizations: Lessons from the broaden-and-build model.

By Barbara L. Fredrickson. 2000

143 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/210714b96d5e1e8c26e8717af10e09e25ba6396f

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In Social Psychology

Citations in the corpus

Making Change Happen (2013, background): “Since job resources spark engagement in the task and create positive emotions, they also broaden people’s thought-action repertoires and build their enduring personal resources (Fredrickson, 2000).”
The added value of the positive: A literature review of positive psychology interventions in organizations (2013, background): “The build hypothesis is one significant component of the broaden-and-build theory of positive emotions (Fredrickson, 1998, 2000).”
Positive gain spirals at work: From job resources to work engagement, personal initiative and work-unit innovativeness (2008, background): “According to Fredrickson (2000), personal upward spirals are important to organizational transformations because positive emotions are contagious and because they stem from and create meaningful interpersonal encounters in workplaces.”
Pathways for Positive Identity Construction at Work: Four Types of Positive Identity and the Building of Social Resources (2010, background): “First, an individual's experience of positive emotion at work makes the person more attractive to others (i.e., coworkers or customers; Fredrickson, 2000 ).”
Job crafting and job performance: A longitudinal study (2015, background): “Research has shown that positive emotions that accompany work engagement (i.e., joy and enthusiasm) may make employees more open to their environment (Fredrickson, 2000) and more likely to take initiative at work (Salanova & Schaufeli, 2008; Sonnentag, 2003).”
Nonverbal Behavior and Communication in the Workplace (2016, background): “For example, positive emotions can broaden individuals’ otherwise habitual modes of thinking, and when displayed, this process can spread to others and elevate organizational functioning as a whole (Fredrickson, 2000).”
Organizational and Leadership Virtues and the Role of Forgiveness (2002, background): “Because every human being possesses the capacity for virtuousness and is inspired by demonstrations of virtuous behavior (Fredrickson, 2000), virtuous leadership has the most potential impact when virtue is least likely to be demonstrated.”
When Is Appreciative Inquiry Transformational? (2005, background): “Pointing to recent research on positive emotions (Fredrickson, 2000, 2001), AI theorists argue that sentiments like hope, excitement, inspiration, camaraderie, and joy are central to the change process (Ludema et al., 1997).”
More evidence on the value of Chinese workers' psychological capital: A potentially unlimited competitive resource? (2008, background): “…Luthans and Youssef 2007; Nelson and Cooper 2007); positive organizational scholarship (Cameron, Dutton and Quinn 2003), and positive emotions (Fredrickson 1998, 2000) have all provided evidence that individuals flourish when the focus shifts from fixing what is wrong with people to…”