The power of positive psychology: Psychological capital and work engagement.

By David Sweetman, Fred Luthans. 2010

296 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/feda9b1451eab91c7f959a75178ab72bb840d7a4

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Citations in the corpus

Team work engagement: A model of emergence (2014, background): “The one commendable exception is the work by Torrente et al. (2012b) that proposes team social resources (supportive team climate, team work and coordination) as possible antecedents of team work engagement.”
Principal self-efficacy and work engagement: assessing a Norwegian Principal Self-Efficacy Scale (2011, background): “…are in accordance with previous findings of a moderate to strong relation between self-efficacy and work engagement (e.g. Bakker et al. 2006; Breso et al. 2008; Halbesleben 2010; Prieto 2009; Sweetman and Luthans 2010), which demonstrates that this relation is also strong for school principals.”
Why resilient workers perform better: The roles of job satisfaction and work engagement (2018, unknown): “Second, resilient individuals assess potential stressors as less threatening than their less resilient peers (Sweetman & Luthans, 2010); thus, we expect them to feel that it is safe to engage.”
Linking perceived management support with employees’ readiness for change: the mediating role of psychological capital (2017, background): “PsyCap is positively related to psychological well-being (Avey et al., 2010), in particular eudaimonic well-being (Culbertson, Fullagar, & Mills, 2010) and is significantly related to engagement (Avey et al., 2008; Hodges, 2010; Sweetman & Luthans, 2010).”
Does Infant Happiness Forecast Adult Life Satisfaction? Examining Subjective Well-Being in the First Quarter Century of Life (2015, background): “2007b)—but is distinguished from hope in that optimism does not necessarily involve a realistic plan that motivates a person to reach a goal (Sweetman and Luthans 2010).”
Work engagement among employees facing emotional demands: The role of personal resources. (2013, background): “Optimistic employees strive for positive outcomes, and are likely to believe in their potential regardless previous failures (Sweetman & Luthans, 2010).”
Eyes Wide Open: Perceived Exploitation and Its Consequences (2019, background): “This is even more so in the presence of negative emotions such as anger, which drain psychological capital resources that help foster engagement (Sweetman & Luthans, 2010).”
Testing a dynamic model of the impact of psychological capital on work engagement and job performance (2018, background): “…psychological resource of PsyCap, expressed by the persistent pursuit of goals and the proactive identification of pathways, may provide the energy (vigor) and willingness (dedication) to reach goals, and also by identifying alternative pathways in case of obstacles (Sweetman and Luthans, 2010).”
Learning organization and work engagement: the mediating role of employee resilience (2020, background): “Sweetman and Luthans (2010) reported that psychological capital generates work engagement through positive emotions.”
Good morning, good day: A diary study on positive emotions, hope, and work engagement (2012, background): “In other words, hope is the motivated persistent pursuit of goals and the expectation that work-related goals can be achieved (Sweetman and Luthans, 2010).”
The validation of the turnover intention scale (2013, unknown): “Sweetman and Luthans (2010), on the other hand, introduced the concept of ‘psychological capital’ (personal resources), which includes facets such as efficacy, optimism, hope and resiliency that may act as a buffer between contextual demands and turnover intention.”