Energize Your Workplace: How to Create and Sustain High-Quality Connections at Work

By Jane E. Dutton. 2003

341 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/ab30e136d9667946bc92addb012339c9ee1b2f6c

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Citations in the corpus

Workplace and family support and work–life balance: Implications for individual psychological availability and energy at work (2016, background): “This is important because depleted energy can be a negative force undermining desired behaviors and outcomes (Dutton, 2003), including a sense of depression, apathy and disengagement that may easily spill over into every domain of the individual’s life (Evink, 2000).”
Top Management Team Behavioral Integration and the Performance of Service Organizations (2008, background): “…capture the basic elements that make for positive interpersonal relationships such as respectful engagement, trust, and task enabling (see Dutton, 2003), nor does it address the emotional space in which people flourish or the team and organizational-level implications (see Fredrickson &…”
Thriving at work: A meta‐analysis (2019, background): “As high‐quality working relationships are energizing, heedful relating should be linked to vitality (Dutton, 2003; Heaphy & Dutton, 2006).”
How top management team behavioral integration and behavioral complexity enable organizational ambidexterity: The moderating role of contextual ambidexterity (2009, background): “…captures the social dynamics element, research could draw upon various relational constructs to better capture TMT processes such as relational coordination (Gittell, 2001), high-quality interpersonal connections (Dutton, 2003; Dutton & Heaphy, 2003), and teamwork quality (Hoegl & Gemuenden, 2001).”
Transformational leadership, innovative work behavior, and employee well-being (2013, background): “…positive work relationships is a central source of positive states and experiences such as satisfaction, enrichment, development, and growth (Dutton 2003; Dutton and Heaphy 2003; Quinn and Dutton 2005) we therefore hypothesize that: Hypothesis 7a Perceived psychological safety is a mediator…”
Its the little things that matter: an examination of knowledge workers energy management (2011, unknown): “Such energizing connections can be created in one-time interactions as well as in long-term relationships (Dutton, 2003).”
Less need to be there: Cross-level effects of work practices that support work-life flexibility and enhance group processes and group-level OCB (2007, background): “When groups have high quality motivational processes, group member efforts (intensity, direction, and persistence) focus on constructive contributions and high quality relationships (Dutton, 2003).”
A Review of Developmental Networks (2012, background): “This mutuality approach to developmental networks draws on high-quality connections and relationships research in the positive organizational scholarship (POS) literature (Dutton, 2003; Dutton & Heaphy, 2003).”
Special Issue: Frontiers of Organization Science, Part 2 of 2: A Socially Embedded Model of Thriving at Work (2005, background): “Finally, relational resources refer to high-quality connections or bonds between individuals (Dutton 2003, Roberts et al. 2005).”
Process Consultation Revisited (2009, unknown): “with others (Block, 2000; Dutton, 2003; Quinn & Dutton, 2005); (f) mutually appreciative”
Energy at work: A measurement validation and linkage to unit effectiveness. (2012, background): “Dutton (2003) maintained that energy is the “fuel that makes great organizations run,” describing it as a renewable resource that benefits both organizations and its members (p.”
When leadership, relationships and psychological safety promote flourishing in sport and life (2021, background): “Dutton (2003) explained that leaders who pay attention to interpersonal relationships cultivate connections that allow openness, vulnerability and accessibility.”
Respect in Organizations: Feeling Valued as “We” and “Me” (2017, background): “These examples suggest that a climate for generalized respect is enacted via behaviors and practices directed toward all members of the organization as well as via interpersonal interactions, such as oneon-one respectful engagements where an individual communicates appreciation of one’s inherent wor”
“I Identify with Her,” “I Identify with Him”: Unpacking the Dynamics of Personal Identification in Organizations (2016, background): “In organizational studies the concept of a close relationship is often presented as a high-quality relationship, or a relationship involving recurring interactions that is characterized by vitality, mutuality, and positive regard (Dutton, 2003; Dutton & Heaphy, 2003; Dutton & Ragins, 2007; Graen & U”
Trust, Connectivity, and Thriving: Implications for Innovative Behaviors at Work (2009, background): “This energy, which involves the positive emotion experienced when a person is capable of and eager to engage in a particular behavior or undertake a task (Dutton, 2003; Quinn & Dutton, 2005), is important for going beyond the normal roles and responsibilities to think and act creatively.”
Reclaiming resilience and safety: Resilience activation in the critical period of crisis (2009, background): “In the domain of relationship science (Berscheid, 1999) and high quality connections (Dutton, 2003; Dutton & Heaphy, 2003), this study emphasizes a multi-disciplinary approach to the study of interpersonal connections and their relationship to organizational levels.”