Can Positive Employees Help Positive Organizational Change? Impact of Psychological Capital and Emotions on Relevant Attitudes and Behaviors

By James Avey, Tara S. Wernsing, Fred Luthans. 2008

1,162 citations recorded by the source corpus.

Subfields: Clinical Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/a1bfab716e7ff7ea02ab7fe9259fdbefc4987e67

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In Clinical Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

In the Eyes of the Beholder (2009, positive): “More recently, Avey, Wernsing, and Luthans (2008) found that employees with higher levels of PsyCap experienced more positive emotions, which were in turn related to their engagement and cynicism during organizational change.”
Change process characteristics and resistance to organisational change: The role of employee perceptions of justice (2015, background): “…reasons as to the causes of less-than-optimal or failed change, unsuccessful change is readily attributed by management to employee resistance (Avey et al., 2008; Ford et al., 2008; Ford and Ford, 2010; Pieterse et al., 2012; Yerbury, 1982), a complex and relatively unexplored psychological…”
Impact of psychological capital on innovative performance and job stress (2015, background): “These individuals possess the confidence (efficacy) necessary to arrive at desired goals using alternative paths (hope), have positive attribution and outlook for the future (optimism), and are able to bounce back from setbacks (resilience) in the case of any difficulty or failure that may arise due”
Flourishing students: A longitudinal study on positive emotions, personal resources, and study engagement (2011, background): “As opposed to self-efficacy, optimism does not depend upon one's own capabilities (Avey, Wernsing, & Luthans, 2008 ).”
Relationship between positive psychological capital and creative performance (2011, methodology): “The PCQ, validated by Luthans and colleagues (Luthans, Avolio et al., 2007), has shown strong psychometric properties in a growing number of studies (e.g., Avey, Luthans, & Jensen, 2009; Avey, Luthans et al., 2010; Avey, Luthans, & Youssef, 2010; Avey et al., 2008; Luthans, Norman et al., 2008).”
Authentic Leadership Perception, Trust in the Leader, and Followers’ Emotions in Organizational Change Processes (2016, background): “However, quantitative studies are also present in literature (e.g., Avey et al., 2008; Lines et al., 2010; Lines, Sáenz, Aramburu, & Rivera, 2009; Seo, Taylor, & Hill, 2007).”
Considering planned change anew:stretching large group interventions strategically, emotionally and meaningfully (2011, background): “Thus positive emotions help change recipients make sense of organizational change by broadening possible alternatives to explain particular situations, as well as by maintaining an open approach to problem solving during a change process (Avey, Wernsing, & Luthans, 2008 ; Baumeister, 1982 ).”