Experimentally Analyzing the Impact of Leader Positivity on Follower Positivity and Performance

By James Avey, Bruce J. Avolio, Fred Luthans. 2011

344 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/8a8138c0ace4bf3beeffd5d2a542ffaa8ec9e456

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Antecedents of academic performance of university students: academic engagement and psychological capital resources (2019, background): “Luthans (2012) and colleagues (Avey, 2014; Avey, Luthans & Mhatre, 2008; Avey et al., 2011; Sweetman & Luthans, 2010) have called for more research into the antecedents of PsyCap.”
Psychological capital and performance among undergraduate students: the role of meaning-focused coping and satisfaction (2018, methodology): “To measure participants’ PsyCap we adapted to the academic context the Spanish short version (12- item) of the Psychological Capital Questionnaire (PCQ-12) (Avey, Avolio, and Luthans 2011; Luthans et al. 2008).”
Relationship between Psychological Capital and Quality of Life: The Role of Courage (2020, methodology): “Much research has shown that higher levels of psychological capital correlate positively with better performance outcomes [26] and more commitment and well-being [29,76,86], and negatively with cynicism, turnover intention [29],”
Linking positive emotions and academic performance: The mediated role of academic psychological capital and academic engagement (2019, methodology): “Academic PsyCap was measured using the Psychological Capital Questionnaire-12 (PCQ-12; Avey et al. 2011a), adapted to the Chilean academic context (Martínez et al. 2018).”
Impact of authentic leadership on performance: Role of followers' positive psychological capital and relational processes (2014, background): “Specifically, PsyCap not only has been repeatedly found to be related to desired attitudes, behaviors, and performance (see the recent meta-analysis by Avey, Avolio, & Luthans, 2011; Avey et al., 2011) but also has been empirically demonstrated to be malleable and statelike (Luthans, Avolio et al.”
The power of empowering leadership: allowing and encouraging followers to take charge of their own jobs (2019, background): “The issue is that some positive constructs such as PsyCap are socially desirable, and therefore controlling for social desirability would be, in part, controlling for the very construct one is studying (e.g., Avey et al., 2011; Peterson & Seligman, 2003).”
The added value of the positive: A literature review of positive psychology interventions in organizations (2013, background): “In the second study, Avey et al. (2011) concluded that the relationship between leader positivity (leader psychological capital) and employee performance was mediated by increases in employee psychological capital.”
Linking leadership styles to work engagement: The role of psychological capital among Chinese knowledge workers (2018, background): “Moreover, it can be fostered and developed and has a significantly influence on individual cognitive process, job satisfaction and performance (Avey et al., 2011; Luthans et al., 2005).”
The effect of servant leadership on customer value co-creation: A cross-level analysis of key mediating roles (2015, background): “Avey, Avolio, and Luthans (2011) indicated that leaders are vital for developing the PPC of employees.”
Psychological capital: A review and synthesis (2014, background): “Individuals high in PsyCap exhibit lower levels of absenteeism and job search behavior (Avey, Patera, & West, 2006; Avey et al., 2009; Chen & Lim, 2012). In addition, at the team-level Walumbwa, Luthans, et al. (2011) reported that high levels of PsyCap are associated with team OCBs.”