The positive impact and development of hopeful leaders

By Suzanne J. Peterson, Fred Luthans. 2003

362 citations recorded by the source corpus.

Subfields: Applied Psychology, Social Psychology

View Paper: https://www.semanticscholar.org/paper/d9d67285f602d59d08e743605899126941c1b2e3

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Citations in the corpus

Transformational, Transactional Leadership Styles and Job Performance of Academic Leaders. (2013, background): “Leadership has positive effects on significant organizational results, including human resource outcomes and performance (Peterson & Luthans, 2003; Luthans, 2005).”
The mediating role of psychological capital in the supportive organizational climate—employee performance relationship (2008, background): “…to relate to Chinese factory workers' supervisory rated performance (Luthans, Avolio, Walumbwa, & Li, 2005), unit financial performance and employee satisfaction and retention (Peterson & Luthans, 2003), and employee performance, satisfaction, happiness, and commitment (Youssef & Luthans, 2007).”
Personal Resources and Work Engagement in the Face of Change (2010, background): “Peterson & Luthans (2003) showed that hope can influence financial performance.”
Authentic leadership, employees’ job satisfaction, and work engagement: a hierarchical linear modelling approach (2014, background): “Many researchers have examined managers’ authenticity through the perceptions of their followers (Černe, Dimovski, Marič, Penger, & Škerlavaj, 2014; Clapp-Smith, Vogelgesang, & Avey, 2009; Jensen & Luthans, 2006; Peterson & Luthans, 2003; Walumbwa et al., 2008).”
Women's Perceived Empowerment in Entrepreneurial Efforts: The Role of Bricolage and Psychological Capital (2019, background): “…in setting goals and devising plans for the future, imagining multiple pathways toward achieving goals, and responding strongly in the event of unexpected occurrences—all of which are critical 4 209DIGAN ET AL. success factors for entrepreneurs (Adams et al. 2002; Peterson and Luthans 2003).”
Authentic leadership, creativity, and innovation: A multilevel perspective (2013, background): “Authentic leadership focuses on positive achievements rather than emphasizing flaws (Peterson & Luthans, 2003; Jensen & Luthans, 2006), and promotes employee trust, which results in higher emotional safety and unconventional idea proposition (Avolio, Gardner, Walumbwa, Luthans, & May, 2004).”
Servant Leadership, Hope, and Organizational Virtuousness: A Framework Exploring Positive Micro and Macro Behaviors and Performance Impact (2011, background): “Peterson and Luthans (2003) studied 59 managers and 685 subordinates and found that hope was positively correlated with subordinate retention, job satisfaction, and work-unit performance.”
Using positivity, transformational leadership and empowerment to combat employee negativity (2008, background): “Emerging research has also indicated that firms with higher hope employees are more profitable, and managers with higher hope levels have correspondingly higher performing work units (Peterson and Luthans, 2003).”
Prozac leadership and the limits of positive thinking (2012, background): “Peterson and Luthans (2003) contend that hopeful leaders have a positive impact on workplace performance outcomes such as profit levels, employee satisfaction and retention rates.”
Psychological capital: A positive resource for combating employee stress and turnover (2009, background): “Research suggests that managers with higher levels of hope have correspondingly higher rates of work unit performance as well as increased retention rates and more satisfied employees (Peterson & Luthans, 2003).”
Potential Added Value of Psychological Capital in Predicting Work Attitudes (2006, background): “In preliminary empirical research, findings suggest that managers with higher levels of hope have correspondingly higher work unit performance as well as better retention rates and more satisfied employees (Peterson & Luthans, 2002).”