Thriving at work: Impact of psychological capital and supervisor support

By T. Paterson, Fred Luthans, Wonho Jeung. 2014

435 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/e8ee74392c79c771732b23a6937940eb67e60f83

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Thriving at work but insomniac at home: Understanding the relationship between supervisor bottom-line mentality and employee functioning (2020, methodology): “At Time 1, we controlled for basic demographic variables, which might influence the relationships in our study (Paterson et al., 2014; Russo et al., 2018).”
When Family Supportive Supervisors Meet Employees’ Need for Caring: Implications for Work–Family Enrichment and Thriving (2018, background): “This conclusion is consistent with previous research (Paterson et al., 2014) pointing to heedful relationships with supervisors as crucial for fostering individual learning and further expands on studies indicating the importance of psychological availability and work–family enrichment in…”
Human Thriving: A Conceptual Debate and Literature Review (2017, background): “, 2005), and possess psychological capital (Paterson et al., 2014).”
Workplace spirituality, work engagement and thriving at work (2018, background): “…(2001), psychological capital and agentic work behaviours, such as task focus and heedful relating, will promote thriving at work, which implies that employees that are more active and purposeful at work are more likely to sustain learning and vitality in the workplace (Paterson et al., 2014).”
Thriving at work: A meta‐analysis (2019, background): “Indeed, psychological capital has been shown to be positively related to thriving at work (Flinchbaugh, Luth, & Li, 2015; Paterson et al., 2014).”
Supervisory coaching and performance feedback as mediators of the relationships between leadership styles, work engagement, and turnover intention (2018, positive): “As transformational leadership emphasizes employee progress and development, this style of leadership tends to involve greater communication about and sensitivity to employees ’ needs (Stone, Russell, and Patterson 2004) and motivates employees to thrive at work (Paterson, Luthans, and Jeung 2014).”
Impact of Perceived Organizational Support on Work Engagement: Mediating Mechanism of Thriving and Flourishing (2020, background): “In a supportive work environment, employees can acquire new knowledge, information, refine their skills and also investigate problems and find new solutions through interaction [16].”