47
views
0
recommends
+1 Recommend
0 collections
    0
    shares
      • Record: found
      • Abstract: not found
      • Article: not found

      In the Eyes of the Beholder : Transformational Leadership, Positive Psychological Capital, and Performance

      , , , ,
      Journal of Leadership & Organizational Studies
      SAGE Publications

      Read this article at

      ScienceOpenPublisher
      Bookmark
          There is no author summary for this article yet. Authors can add summaries to their articles on ScienceOpen to make them more accessible to a non-specialist audience.

          Related collections

          Most cited references29

          • Record: found
          • Abstract: found
          • Article: not found

          The role of positive emotions in positive psychology. The broaden-and-build theory of positive emotions.

          In this article, the author describes a new theoretical perspective on positive emotions and situates this new perspective within the emerging field of positive psychology. The broaden-and-build theory posits that experiences of positive emotions broaden people's momentary thought-action repertoires, which in turn serves to build their enduring personal resources, ranging from physical and intellectual resources to social and psychological resources. Preliminary empirical evidence supporting the broaden-and-build theory is reviewed, and open empirical questions that remain to be tested are identified. The theory and findings suggest that the capacity to experience positive emotions may be a fundamental human strength central to the study of human flourishing.
            Bookmark
            • Record: found
            • Abstract: found
            • Article: not found

            Transformational and transactional leadership: a meta-analytic test of their relative validity.

            This study provided a comprehensive examination of the full range of transformational, transactional, and laissez-faire leadership. Results (based on 626 correlations from 87 sources) revealed an overall validity of .44 for transformational leadership, and this validity generalized over longitudinal and multisource designs. Contingent reward (.39) and laissez-faire (-.37) leadership had the next highest overall relations; management by exception (active and passive) was inconsistently related to the criteria. Surprisingly, there were several criteria for which contingent reward leadership had stronger relations than did transformational leadership. Furthermore, transformational leadership was strongly correlated with contingent reward (.80) and laissez-faire (-.65) leadership. Transformational and contingent reward leadership generally predicted criteria controlling for the other leadership dimensions, although transformational leadership failed to predict leader job performance. (c) 2004 APA, all rights reserved
              Bookmark
              • Record: found
              • Abstract: found
              • Article: not found

              Positive affect and the complex dynamics of human flourishing.

              Extending B. L. Fredrickson's (1998) broaden-and-build theory of positive emotions and M. Losada's (1999) nonlinear dynamics model of team performance, the authors predict that a ratio of positive to negative affect at or above 2.9 will characterize individuals in flourishing mental health. Participants (N=188) completed an initial survey to identify flourishing mental health and then provided daily reports of experienced positive and negative emotions over 28 days. Results showed that the mean ratio of positive to negative affect was above 2.9 for individuals classified as flourishing and below that threshold for those not flourishing. Together with other evidence, these findings suggest that a set of general mathematical principles may describe the relations between positive affect and human flourishing. ((c) 2005 APA, all rights reserved).
                Bookmark

                Author and article information

                Journal
                Journal of Leadership & Organizational Studies
                Journal of Leadership & Organizational Studies
                SAGE Publications
                1548-0518
                1939-7089
                May 2009
                May 2009
                : 15
                : 4
                : 353-367
                Article
                10.1177/1548051809332021
                d82325d1-d906-4c7b-adaf-4f81766d3cc9
                © 2009

                http://journals.sagepub.com/page/policies/text-and-data-mining-license

                History

                Comments

                Comment on this article