The Role of Positivity and Connectivity in the Performance of Business Teams

By Marcial Losada, Emily D. Heaphy. 2004

538 citations recorded by the source corpus.

Subfields: Artificial Intelligence, Management Science and Operations Research, Statistical and Nonlinear Physics

View Paper: https://www.semanticscholar.org/paper/41b2b19f4c52e8b7a7385c3c637b12278d3c2741

How researchers see this paper

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

In Artificial Intelligence

In Management Science and Operations Research

In Statistical and Nonlinear Physics

Citations in the corpus

Learning behaviours in the workplace: The role of high-quality interpersonal relationships and psychological safety (2009, background): “A higher quality relationship is marked by a higher degree of connectivity (Losada and Heaphy, 2004).”
Shared Authentic Leadership and New Venture Performance (2012, result): “Similarly, results of a field study by Losada and Heaphy (2004) demonstrated that high-performing teams are characterized by substantially higher positive-to-negative emotion ratios, as compared to medium- or lowperforming teams.”
The “point” of positive organizational behavior (2009, background): “…discussions) stems from research findings that positivity leads to deeper inquiry, while negativity leads to advocacy where one position is emphasized over another without necessarily any efforts to attain integration (see Fredrickson & Losada, 2005; Losada, 1999; Losada & Heaphy, 2004).”
Strengths Coaching: A potential-guided approach to coaching psychology (2006, background): “This being the case, it should arguably be the role of the coaching psychologist to facilitate the positive emotions of their clients, not least because positive emotional experience has been shown to predict performance success (Losada & Heaphy, 2004).”
Cultivating a resilient top management team: The importance of relational connections and strategic decision comprehensiveness (2013, methodology): “We drew on previous research (Losada, 1999; Losada and Heaphy, 2004), which suggests that high quality connections reflect generativity and openness to new ideas and influences (Dutton and Heaphy, 2003).”
The role of weekly high‐activated positive mood, context, and personality in innovative work behavior: A multilevel and interactional model (2014, background): “Moreover, managing, and promoting work environments that effectively facilitate the predominance of positive affect (Losada & Heaphy, 2004) emerge as a central practice to foster innovative work behavior.”
Evidence-based coaching: Flourishing or languishing? (2007, background): “The optimal positivity/negativity ratio was found to fall between approximately 3:1 and 11:1 (Losada & Heaphy, 2004).”
Towards a Theory of Longitudinal Trust Calibration in Human–Robot Teams (2019, background): “Further studies [43,72,89] all demonstrate the importance of the ratio of positive to negative expressions for team performance.”
Trust, Connectivity, and Thriving: Implications for Innovative Behaviors at Work (2009, background): “As observed by Losada and Heaphy (2004), team members showing appreciation and encouragement to their teammates created emotional spaces that were expansive and opened up possibilities for action and creativity.”
Understanding team resilience in the world's best athletes: A case study of a rugby union World Cup winning team. (2015, background): “Furthermore, the 5 experience of positivity during adversity has been found to build a durable psychosocial 6 emotional space conducive for team resilience (cf. Losada & Heaphy, 2004).”
Towards a positive university (2011, background): “For example, group dynamics research suggests that interpersonal acts of generosity, kindness and other forms of positivity can create expansive emotional spaces that enhance collective effort (Losada & Heaphy, 2004).”