Team level positivity: investigating positive psychological capacities and team level outcomes

By Bradley J. West, J. Patera, Melissa Carsten. 2009

297 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/f8fafec4a55b8de6847e38716bd773465b9a6885

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In Applied Psychology

In Organizational Behavior and Human Resource Management

Citations in the corpus

Servant Leadership, Hope, and Organizational Virtuousness: A Framework Exploring Positive Micro and Macro Behaviors and Performance Impact (2011, background): “(2009) tested group-level positive behaviors of hope, optimism, and resiliency and reported relationships with team-level outcomes, such as cohesion, cooperation, coordination, satisfaction, and conflict (West et al., 2009).”
Positive psychology at work: A conceptual review, state-of-practice assessment, and a look ahead (2013, background): “West, Patera, and Carsten (2009) found that team efficacy, optimism, and resilience contributed to positive team relationships over time, indicating that the aforementioned PsyCap interventions may have the added benefit of enhancing employee relations.”
Appreciation: a spiritual path to finding value and meaning in the workplace (2012, background): “Furthermore, as many organizations involve work in teams, working well with others is especially important (West et al. 2009).”
Defining and characterizing team resilience in elite sport (2013, background): “Furthermore, groups that retain a broader 18 perspective when faced with stressors are able to positively adapt to demanding situations by 19 embracing challenging experiences and adopting a learning orientation (Bennett et al., 2010; 20 Sutcliffe & Vogus, 2003; West et al., 2009).”
Impact of psychological capital on organizational citizenship behavior: Moderating role of emotional intelligence (2016, background): “For example, West, Patera, and Carsten (2009) conducted a study among college students to understand team-level outcomes.”
Feeling Good Makes Us Stronger: How Team Resilience Mediates the Effect of Positive Emotions on Team Performance (2016, background): “and adapt to significant change or stress, or just recover from a negative experience will be less likely to experience the potentially damaging effects of threatening situations, and thus their performance will be high (West et al. 2009).”
From social context and resilience to performance through job satisfaction: A multilevel study over time (2016, background): “…individuals with higher levels of work resilience are more likely to positively adapt to and successfully bounce back from negative events in the workplace, achieving higher motivational levels and rebounding beyond homeostasis (West et al., 2009); in turn, their job satisfaction can be enhanced.”
: Authentically leading groups: The mediating role of collective psychological capital and trust (2011, background): “Some researchers have also argued that efficacious groups are more likely to be confident about their tasks, engage in their work to its completion, and set out on a path they believe will lead to effective performance (West et al., 2009).”