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Background: Donaldson & Donaldson (2021b) developed a scale to assess Positive Functioning at Work, adding four new blocks to strengthen the original PERMA framework in the workplace. The aim of the present study was to validate this scale in a Spanish sample. Method: 698 Spanish workers participated, 59% were women and 41% were men, 71.6% were employees and 71.2% belonged to the basic worker level. Results: Confirmatory Factor Analysis showed a good fit of the nine-factor model (χ²/df = 2.441; RMSEA = .056, 90% IC (.049, .063); SRMR =. 062; CFI = .926; TLI = .916), the bifactor model (χ²/df = 1.703; RMSEA = .044, 90% CI [.037, .050]; SRMR = .050; CFI = .959; TLI = .952) and the ESEM model (χ²/df = 1.736; RMSEA = .041, 90% CI [.033, .049]; SRMR = .017; CFI = .976; TLI = .942). The adapted scale also demonstrated good internal consistency, with a Cronbach's α of .90 for the scale, and evidence of discriminant, criterion, predictive, and incremental validity with other well-being and performance measures, as well as measurement invariance across educational levels. Conclusions: This scale provides a comprehensive measurement tool that can help in the design of workplace programs and interventions. [ABSTRACT FROM AUTHOR]

Character strengths and emotion self-regulation are relevant psychological resources to help workers cope with current demands in the workplace. The present investigation aimed to test the association with and the predictive power of the character strengths regarding emotion selfregulation. A total of 203 participants aged 18 to 68 years answered the sociodemographic questionnaire, Character Strength Scale -- Brief (CSSBrief), and the Emotion Self-Regulation Scale -- Adult (ESRS-AD). The findings indicated weak to strong associations between the CSS-Brief and ESRS-AD factors. The intrapersonal strength and the intellectual and interpersonal strengths predicted the emotion self-regulation strategies likely to be adopted by the workers. The gathered evidence suggested significant differences in the ESRS-AD and CSS-Brief regarding the participants' sociodemographic features. These results have occurred regardless of the workers' hierarchical level and job department. [ABSTRACT FROM AUTHOR]

The COVID-19 pandemic has prompted a closer examination of organizational management's role in facilitating positive outcomes in the workplace. This study explores the relationship between perceptions of healthy organizational practices (HOP) and levels of engagement and burnout among workers. We applied surveys to 213 workers (66% women) from different sectors (health, education, and municipal) in a south-center region of Chile. The results align with the existing literature, showing a positive correlation between HOP and engagement and a negative correlation between HOP and burnout in the total sample. ANOVA analysis revealed significant differences among organizations. Workers in the education organization reported higher perceptions of healthy practices, as well as higher engagement and lower burnout levels. These findings highlight the education organization as a potential exemplar of a healthy workplace. The study underscores the importance of healthy practices in promoting employee well-being and offers insights into sector-specific dynamics. Organizations, particularly in health and municipal sectors, should prioritize strategies that foster healthy work environments and mitigate the risk of burnout among their workforce. The findings of this research corroborate that HOP contributes to the sustainability of a healthy workplace. It discusses the need to investigate complementary variables that will allow the development of a model for healthy and sustainable organizations tailored to the specific organizations and the culture of its people. [ABSTRACT FROM AUTHOR]

This study investigates the association between the PERMA+4 model and psychological safety, while also examining the validation of the Positive Functioning at Work (PFW) scale in a German-speaking population. The study discovered strong association between PERMA+4 and psychological safety, which raises important questions and potential concerns regarding the jangle fallacy. Similar to the PERMA model, PERMA+4 should be considered a framework for attaining psychological safety. The German version of the PFW scale demonstrated satisfactory fit with the model, indicating its factorial validity. To gain insights into promoting workplace wellbeing, it is recommended to conduct longitudinal studies to determine whether psychological safety is a cause or result of PERMA+4. This study enhances our understanding of workplace wellbeing and emphasizes the association between PERMA+4 and psychological safety. [ABSTRACT FROM AUTHOR]

Background: Research has demonstrated the effectiveness of peer support specialists in helping people with severe mental illness increase community tenure, decrease hospitalization, boost treatment satisfaction, improve social functioning, and increase quality of life. Objective: The purpose of the present study was to evaluate positive organizational psychology constructs as serial multiple mediators of the relationships between perceived organizational support and job satisfaction among peer support specialists. Methods: One hundred and twenty-one peer support specialists from the Texas statewide peer certification training programs and the National Association of Peer Supporters participated in the present study. These peer support specialists completed an online survey composed of self-report measures related to perceived organizational support, positive organizational psychology factors, and job satisfaction. A serial multiple mediation (SMMA) analysis was conducted to evaluate autonomous motivation to work, work engagement, and organizational commitment as mediators of the relationship between perceived organizational support and job satisfaction. Results: The SMMA model accounted for 49% of the variation in job satisfaction scores (R2 =. 49, f2 = 0.96 [> 0.35], a large effect size). Autonomous motivation to work, work engagement, and organizational commitment were significantly associated with job satisfaction after controlling for the effect of perceived organizational support. Conclusions: Perceived organizational support increased autonomous motivation to work, work engagement, organizational commitment, and job satisfaction. Peer support specialists are integral members of the interdisciplinary mental health treatment team. Leaders of community-based mental health and rehabilitation agencies who are committed to hire and retain peer support specialists must provide strong organizational support and develop interventions to increase peer support specialists' autonomous motivation to work, work engagement, and organizational commitment as a job retention and career development strategy. [ABSTRACT FROM AUTHOR]

Healthy and resilient organizations are those that implement healthy resources and practices, have healthy employees, and achieve positive results. This construct is scarcely explored in the academic field. For this reason, this research was aimed at developing a scale that allows to measure the construct in educational organizations. An instrumental cross-sectional study was carried out in two phases. Phase I aimed to explore the discriminative capacity of the items and to conform the preliminary version of the instrument. Phase II aimed to examine the factorial structure and reliability of the scale. Two non-probabilistic samples of 104 teachers (Phase I) and 242 teachers (Phase II) from the city of Rafaela were studied. A cross-sectional instrumental study was carried out. A non-probabilistic sample of 242 teachers was studied. A solution of five oblique factors that explain 69.75% of common variance was obtained. Reliability was satisfactory (ω= .90). Positive correlations were found with job satisfaction and organizational commitment (r > .55, p

This study explores the relationship between perceived gratitude and work engagement in Indonesia and examines whether employee resilience mediates the relationship between perceived gratitude and work engagement. This study utilizes an online self-administered questionnaire that includes established measures associated with perceived gratitude, employee resilience, and work engagement–in addition to various demographic questions. The study sample consists of 205 respondents working as merchandisers in Fast Moving Consumer Goods (FMCG) field under outsourcing companies. This study applies a mediation model in Hayes Process to examine the data. The findings suggest that perceived gratitude is positively related to employee resilience, while employee resilience is positively associated with work engagement. In addition, employee resilience mediates the relationship between perceived gratitude and work engagement. Based on the findings, outsourcing companies are encouraged to deliver workplace-perceived gratitude training to make their employees psychologically resilient, leading to more engagement at work. The present study’s findings contribute to the literature on work engagement by explaining how perceived gratitude as a bottom-up strategy can help employees be more engaged in their work.

The study investigates the effect of the Balanced Scorecard, one of the performance measurement systems, on employee well-being (EWB) in organizations. As a result of the literature research, it is seen that employee welfare is examined in 3 different areas: Job Satisfaction, Organizational Commitment, and Job Engagement. One of the most important factors for the success of an organization is the happy employees who contribute tremendously to the improvement of the organization's performance. Both qualitative and quantitative measurement methods were used for this study. The surveys that have used for this study included 27334 employees in the state of Michigan and the surveys data were analyzed by Statistical Package for Social Sciences (SPSS) 28. The study revealed that the BSC strategies implemented in the State of Michigan improved organizational performance in the four perspectives of financial, customer, internal process, and learning & growth. The statistical results of employee satisfaction surveys show that BSC increases job satisfaction by 68.30% (R-squared: 0.683), work engagement by 71.00% (R-squared: 0.710), and organizational commitment by 21.30% (R-squared: 0.213). With the BSC strategy and learning-growth perspective that has been in effect for 20 years, employee satisfaction has been increased, organizational commitment and job engagement have been prioritized in the State of Michigan. The result of this study will help leaders and HR departments measure and increase employee well-being with performance measurement tools. [ABSTRACT FROM AUTHOR]

One of the most important units of analysis for positive organizational psychology research is leaders and future leaders in the workplace. Leaders often have a large responsibility for and influence on the well-being and performance of their followers. They also face the unique challenge of serving their followers and the organization while needing to maintain their own vitality and well-being. Vitality can provide a foundation of energy resources to a leader to serve at their full capacity. This study develops and empirically examines a new three factor scale to measure leader vitality which includes physical, psychological, and emotional components. In study 1, a total of 175 participants (including n = 128 leaders) completed the Leader Vitality Scale (LVS) and other positive psychology related measures. Exploratory factor analysis and then confirmatory factor analysis showed that the LVS is hierarchical with three distinct factors, with overall vitality as the higher-order factor. Correlational tests with two established vitality scales for general use showed that the LVS is positively related to existing scales, demonstrating convergent validity. In study 2, data was gathered from 92 top level leaders in the C-Suite (n = 25), vice presidents (n = 23), directors (n = 21), and managers (n = 23) of organizations across the United States. Results showed that LVS scores significantly correlated with life satisfaction, positive emotions, positive functioning at work, and psychological capital. Overall, these findings suggest that the LVS is a valid measure for assessing leader vitality, and can used in future studies of well-being and positive functioning at work. [ABSTRACT FROM AUTHOR]

Employees can play a decisive role in combatting climate change by engaging in green behavior at work. Research on employee green behavior has recently gained traction, with research results pointing to the considerable influence of positive variables (e.g., personal values, positive affect) on employee green behavior. While such positive variables lie at the heart of the scholarly discipline positive organizational psychology, there is scant research at the intersection of positive organizational psychology and employee green behavior. The current manuscript aims to give impetus to such research. To this end, the manuscript presents a systematic review of the literature on positive predictors of employee green behavior and identified 94 articles that investigate such predictors. We explicitly map these investigated predictors onto a positive (organizational) psychology frame of reference. Subsequently, we use the findings of the review to identify gaps and outline concrete suggestions for future research at the intersection of positive organizational psychology and employee green behavior, addressing both theoretical and methodological suggestions. [ABSTRACT FROM AUTHOR]

One of the most important units of analysis for positive organizational psychology research is leaders and future leaders in the workplace. Leaders often have a large responsibility for and influence on the well-being and performance of their followers. They also face the unique challenge of serving their followers and the organization while needing to maintain their own vitality and well-being. Vitality can provide a foundation of energy resources to a leader to serve at their full capacity. This study develops and empirically examines a new three factor scale to measure leader vitality which includes physical, psychological, and emotional components. In study 1, a total of 175 participants (including n = 128 leaders) completed the Leader Vitality Scale (LVS) and other positive psychology related measures. Exploratory factor analysis and then confirmatory factor analysis showed that the LVS is hierarchical with three distinct factors, with overall vitality as the higher-order factor. Correlational tests with two established vitality scales for general use showed that the LVS is positively related to existing scales, demonstrating convergent validity. In study 2, data was gathered from 92 top level leaders in the C-Suite (n = 25), vice presidents (n = 23), directors (n = 21), and managers (n = 23) of organizations across the United States. Results showed that LVS scores significantly correlated with life satisfaction, positive emotions, positive functioning at work, and psychological capital. Overall, these findings suggest that the LVS is a valid measure for assessing leader vitality, and can used in future studies of well-being and positive functioning at work.

Employees can play a decisive role in combatting climate change by engaging in green behavior at work. Research on employee green behavior has recently gained traction, with research results pointing to the considerable influence of positive variables (e.g., personal values, positive affect) on employee green behavior. While such positive variables lie at the heart of the scholarly discipline positive organizational psychology, there is scant research at the intersection of positive organizational psychology and employee green behavior. The current manuscript aims to give impetus to such research. To this end, the manuscript presents a systematic review of the literature on positive predictors of employee green behavior and identified 94 articles that investigate such predictors. We explicitly map these investigated predictors onto a positive (organizational) psychology frame of reference. Subsequently, we use the findings of the review to identify gaps and outline concrete suggestions for future research at the intersection of positive organizational psychology and employee green behavior, addressing both theoretical and methodological suggestions.

A growing body of empirical evidence suggests that positive emotions, engagement, relationships, meaning, and accomplishments (PERMA) may be a robust framework for the measurement, management and development of wellbeing. While the original PERMA framework made great headway in the past decade, its empirical and theoretical limitations were recently identified and critiqued. In response, Seligman clarified the value of PERMA as a framework for and not a theory of wellbeing and called for further research to expand the construct. To expand the framework into organizational contexts, recent meta-analyses and systematic literature reviews showed that physical health, mindset, physical work environments and economic security could be seen as essential contextually relevant building blocks for work-related wellbeing and are therefore prime candidates to expand the PERMA framework for use within organizational contexts. Through expanding the original PERMA framework with these four factors, a new holistic approach to work-related wellbeing and work performance was born: the PERMA+4. As such, the purpose of this brief perspective paper is to provide a conceptual overview of PERMA+4 as holistic framework for work-related wellbeing and work performance which extends beyond the predominant componential thinking of the discipline. Specifically, we aim to do so by providing: (1) a brief historical overview of the development of PERMA as a theory for wellbeing, (2) a conceptual overview of PERMA+4 as a holistic framework for work-related wellbeing and work performance, (3) empirical evidence supporting the usefulness of PERMA+4, and (4) charting a course for the second wave of positive organizational psychological research. [ABSTRACT FROM AUTHOR]

A growing body of empirical evidence suggests that positive emotions, engagement, relationships, meaning, and accomplishments (PERMA) may be a robust framework for the measurement, management and development of wellbeing. While the original PERMA framework made great headway in the past decade, its empirical and theoretical limitations were recently identified and critiqued. In response, Seligman clarified the value of PERMA as a framework for and not a theory of wellbeing and called for further research to expand the construct. To expand the framework into organizational contexts, recent meta-analyses and systematic literature reviews showed that physical health, mindset, physical work environments and economic security could be seen as essential contextually relevant building blocks for work-related wellbeing and are therefore prime candidates to expand the PERMA framework for use within organizational contexts. Through expanding the original PERMA framework with these four factors, a new holistic approach to work-related wellbeing and work performance was born: the PERMA+4. As such, the purpose of this brief perspective paper is to provide a conceptual overview of PERMA+4 as holistic framework for work-related wellbeing and work performance which extends beyond the predominant componential thinking of the discipline. Specifically, we aim to do so by providing: (1) a brief historical overview of the development of PERMA as a theory for wellbeing, (2) a conceptual overview of PERMA+4 as a holistic framework for work-related wellbeing and work performance, (3) empirical evidence supporting the usefulness of PERMA+4, and (4) charting a course for the second wave of positive organizational psychological research.

Recent debates in the Journal of Positive Psychology about the nature and usefulness of PERMA have created confusion about its contribution toward the understanding and prediction of well-being. This empirical study was designed to clarify several issues that have emerged in these recent articles. Using a multi-trait multi-method (MTMM) research design with 220 knowledable co-worker pairs (N = 440), it was found that the 5 PERMA building blocks of well-being (positive emotions, engagement, relationships, meaning, and accomplishment) and 4 additional potential building blocks of well-being (physical health, mindset, environment, and economic security) significantly predicted SWB above and beyond self-report and mono-method bias. This is one of the first empirical studies to test the PERMA building blocks of well-being beyond the sole use of self-reports, and illustrates that the building blocks can be strong predictors of well-being in some populations. [ABSTRACT FROM AUTHOR]

Are Zen workplaces the foture ofCOVID survived workplaces? The purpose of this paper is to understand fUturistic Zen workplaces from the South Asian perspective. From the existing literature on the culturally rich heritage of South Asia, crucial factors like workplace ostracism, workplace belongingness, counterproductive work behavior, organizational citizenship behavior, mindfUlness, and wellbeing were chosen for the study. A systematic study of 200 research papers was carried out to understand the concepts defining Zen Workplaces of Future from 2016-2020. The study then narrowed dawn these research articles to 50 relevant research articles to arrive at the six constructs chosen for the study. A literature review has been done systematically to understand the historical and cultural background of Zen Practices in South Asia and how can these be brought to the CO VID survived fUturistic workplaces. Due to the limitation of studies in the fUturistic context of Zen Workplaces, in South Asia with the chosen set of crucial factors, the research was initiated in this direction. A conceptual framework is developed based on the insights derived from the reviewed literature. The paper studies belongingness and organizational citizenship behavior as positive organizational behavior, counterproductive work behavior and ostracism as challenges to the workplaces of the foture and mindfUlness and wellbeing as positive interventions in the building off uturistic Zen Workplaces. [ABSTRACT FROM AUTHOR]

The present work provides a systematic review on the current empirical research on job involvement. Specialized databases were examined, with 65 studies being obtained, corresponding to the period January 2008-January 2018. The most relevant findings indicate that: (a) Kanungo’s conception predominates; (b) variables linked to culture, organizational climate, and job design are the most explored antecedents; (c) positive attitudes and behaviors are outcomes of job involvement, and; (d) ex post facto and cross-sectional research of Asian and North American origin prevails, carried out on samples of employees from different activities and professions. The article concludes with some final considerations and suggestions for future studies on the subject

Human resource management as a strategic function in work organizations is currently a highly complex activity that implies significant challenges for human management leaders at a global level, due to the processes of constant change that all kind of organizations must experience, due to demands arising from the transformations of the environment and the internal requirements of adjustment in organizations to maintain their productivity and competitiveness in the dynamics of current markets, conditions that have serious implications in the management of change and its relationship with behavior, performance and commitment of the workers. In this context, the human resources area has the important task of contributing to the management of human talent to achieve high levels of commitment from people in organizations and facilitate change processes, if organizational leaders want to achieve strategic objectives in a much more effective way. To achieve this, it is necessary to identify key variables that affect human behavior in work contexts and understand the possible relationships between these variables. The main objective of this research was to identify the relationship between age, engagement, and disposition to organizational change since these variables turn out to have a key role in human resource management in the current context of the world of work. The present investigation is framed in the perspective of positive psychology, a recent approach that seeks to move away from the emphasis on the pathological behavior to focus on the positive aspects and potential of the human being. This is the perspective of psychology in the field of the study of organizational behavior has been called positive organizational psychology. To achieve the objectives of identifying the relationship between the variables, a predictive study with a simple correlational design was performed. This kind of study is mainly oriented to investigate the functional relationship between two or more variables in which no forms of control of strange variables are used. The sample was made up of 808 people divided into two sub-samples (35.5 % Colombian and 65.5 % Ecuadorian), selected in an accidental non-probabilistic way; The self-report on age, the Utrecht Work Engagement Scale (UWES) questionnaire and the instrument Disposition to organizational change were used to evaluate the variables. The results showed significant relationships between the variables disposition to organizational change and engagement, both in general and in the subsamples; however, when investigating the possible role of age in moderating the other two variables, no evidence was found in this regard. Other analyzes suggest the possibility of an effect mediated by cultural aspects that may affect the readiness to change. However, recent events such as the world situation derived from the SARSCOV2 virus pandemic and its impact on work dynamics, suggest the need to advance in complementary studies to the one carried out by the authors and presented in this article, since the Work activities have migrated for many people from the context of the company to the context of the home, which highlights other variables that could affect the relationship investigated here. [ABSTRACT FROM AUTHOR]

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The Fourth Industrial Revolution (4IR) brings radical changes for employees, organizations and societies. These changes are accompanied by unforeseeable challenges on cognitive, affective and behavioural levels, as well as fundamental questions that require a response. Work and meaning of work are changing. Organizations have to address employees' perceptions, and deal with rapid technological innovation, new work and employment concepts, as well as global and local power shifts. This conceptual article proposes selected key concepts for managing organizations and employees, namely creativity, positive emotions and solution-focus as keys to meaning-making in the 4IR. The aim of this article is to explore selected key concepts in managing 4IR organizations on a conceptual level and to stimulate future theoretical reflections and discourses of positive psychology (PP) and positive organizational psychology (POP) impacts within the 4IR transformations. Conclusions are drawn and provides recommendations for theory and practice. [ABSTRACT FROM AUTHOR]

The aim of this paper is to articulate the psychosocial mechanisms of organizational resilience based on the research in positive organizational psychology, as well as to learn how organizations could cope with the effects of the COVID-19 crisis through 'resilience resources' training (i.e., psychological, social and organizational resources). [ABSTRACT FROM AUTHOR]

The scientific literature has reported important results on the role of psychological capital as antecedent, consequent, mediator or moderator of organizational behavior variables. Based on the need for adequate measurements for each population, the objective of this research is to present an analysis of the psychometric properties of IPSICAP-24. Three samples of Colombian workers from organizations in various sectors of the economy and varied sociodemographic characterization participated in the study. With data from the first sample (N = 1517), randomly divided into two parts, Exploratory and Confirmatory Factor Analysis were performed, thus the original IPSICAP of 36 items gave rise to IPSICAP-24, consisting of four scales: hope (7 items) , optimism (7 items), resilience (6 items) and self-efficacy (4 items). In order to obtain evidence of convergent and divergent validity of IPSICAP-24, respectively, the second sample (N = 428) answered the Utrecht Work Engagement Questionnaire (UWES); and the third sample (N = 105), the General Health Questionnaire (GHQ-28). The results obtained provide evidence of internal consistency and construct validity for IPSICAP-24. This new tool allows the valid and reliable evaluation of psychological capital in Colombian workers. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Administrative Sciences / Yonetim Bilimleri Dergisi is the property of Canakkale Onsekiz Mart Universitesi, Terzioglu Kampusu and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The present work provides a systematic review on the current empirical research on job involvement. Specialized databases were examined, with 65 studies being obtained, corresponding to the period January 2008-January 2018. The most relevant findings indicate that: (a) Kanungo's conception predominates; (b) variables linked to culture, organizational climate, and job design are the most explored antecedents; (c) positive attitudes and behaviors are outcomes of job involvement, and; (d) ex post facto and cross-sectional research of Asian and North American origin prevails, carried out on samples of employees from different activities and professions. The article concludes with some final considerations and suggestions for future studies on the subject. [ABSTRACT FROM AUTHOR]

The present work provides a systematic review on the current empirical research on job involvement. Specialized databases were examined, with 65 studies being obtained, corresponding to the period January 2008-January 2018. The most relevant findings indicate that: (a) Kanungo's conception predominates; (b) variables linked to culture, organizational climate, and job design are the most explored antecedents; (c) positive attitudes and behaviors are outcomes of job involvement, and; (d) ex post facto and transversal research of Asian and North American origin prevails, carried out on samples of employees from different activities and professions. The article concludes with some final considerations and suggestions for future studies on the subject. [ABSTRACT FROM AUTHOR]

The objective of this article is twofold; firstly, we establish the theoretical boundaries of positive leadership and the reasons for its emergence. It is related to the new paradigm of positive psychology that has recently been shaping the scope of organizational knowledge. This conceptual framework has triggered the development of the various forms of positive leadership (i.e. transformational, servant, spiritual, authentic, and positive). Although the construct does not seem univocally defined, these different types of leadership overlap and share a significant affinity. Secondly, we review the empirical evidence that shows the impact of positive leadership in organizations and we highlight the positive relationship between these forms of leadership and key positive organizational variables. Lastly, we analyse future research areas in order to further develop this concept.

The objective of this study was to adapt and validate the Work-related Flow Inventory from Bakker's study in Argentina. A cross-sectional empirical instrument design was used in a non-probabilistic sample of 442 workers (53% women, Mage =33.5 years, SD=19.6). Analyses of exploratory structural equations indicated adequacy of a tri-factorial model with 10 invariant items between different occupations. The values of the mean extracted variance and its square root, the heterotrait-monotrait ratio, the ordinal alpha coefficient and the composite reliability coefficient demonstrated adequate convergent-discriminant validity and reliability. Positive correlations with passion, work satisfaction and engagement indicated appropriate concurrent validity. Results show that the Argentine version of the instrument presents adequate psychometric properties. [ABSTRACT FROM AUTHOR]

Copyright of Contexto: Revista de la Facultad de Ciencias Económicas Administrativas y Contables is the property of Universidad La Gran Colombia, Seccional Armenia and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The objective of this article is twofold; firstly, we establish the theoretical boundaries of positive leadership and the reasons for its emergence. It is related to the new paradigm of positive psychology that has recently been shaping the scope of organizational knowledge. This conceptual framework has triggered the development of the various forms of positive leadership (i.e. transformational, servant, spiritual, authentic, and positive). Although the construct does not seem univocally defined, these different types of leadership overlap and share a significant affinity. Secondly, we review the empirical evidence that shows the impact of positive leadership in organizations and we highlight the positive relationship between these forms of leadership and key positive organizational variables. Lastly, we analyse future research areas in order to further develop this concept. [ABSTRACT FROM AUTHOR]

The objective of this article is twofold; firstly, we set the theoretical boundaries of positive leadership and the reasons for its emergence. It is related to the new paradigm of positive psychology that has recently been shaping the scope of organizational knowledge. This conceptual framework has triggered the development of the various forms of positive leadership (i.e. transformational, servant, spiritual, authentic, and positive). Although the construct does not seem univocally defined, these different types of leadership overlap and share a significant affinity. Secondly, we review the empirical evidence that shows the impact of positive leadership in organizations and we highlight the positive relationship between these forms of leadership and key positive organizational variables. Lastly, we analyse future research areas in order to further develop this concept. [ABSTRACT FROM AUTHOR]

Servant Leadership emphasizes employee's development and growth within a context of moral and social concern. Nowadays, this management change towards workers' wellbeing is highlighted as an important issue. The aims of this paper are to adapt to Spanish speakers the Servant Leadership Survey (SLS) by van Dierendonck and Nuijten (2011), and to analyze its factorial validity through confirmatory factor analysis and measurement invariance in three countries. A sample of 638 working people from three Spanish-speaking countries (Spain, Argentina and Mexico) participated in the study. In all three countries, confirmatory factor analyses corroborate the eight factor structure (empowerment, accountability, standing back, humility, authenticity, courage, forgiveness and stewardship) with one second order factor (servant leadership) (in all three samples, CFI, IFI > .92, TLI > .91, RMSEA < .70). Also, factor loadings, reliability and convergent validity were acceptable across samples. Furthermore, through measurement invariance analysis, we detected model equivalence in all three countries including structural residual invariance (ΔCFI = .001). Finally, cultural differences in some dimensions were found and discussed, opening the way for future cross-cultural studies. [ABSTRACT FROM AUTHOR]

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Within the scope of the Theory of Demands and Labor Resources, the Healthy & Resilient Organizations (HERO) Model, and the Leader-Member Exchange (LMX) Theory, this research contrasts a mediation model in which evidence on the factors that affect work performance is integrated, thus establishing the direct and indirect relationships between LMX quality, communication satisfaction, employee work engagement, and self-rated work performance. A total of 488 workers participated in this research. Adequate goodness of fit was found in the model (χ2 = 3876.996, df = 3715, p = 0.031; χ2/ df = 1.044; CFI = 0.999; TLI = 0.999; SRMR = 0.056; RMSEA = 0.010): the LMX-work performance relationship is mediated by communication satisfaction and work engagement, whereas the LMX-work engagement relationship is mediated by communication satisfaction. This has led to the conclusion that, as employees consider the relationship with their superiors to be of higher quality, the satisfaction they experience in terms of organizational communication increases, and as organizational communication satisfaction increases, the extent to which employees feel more vigorous, involved and concentrated, and absorbed by work also increases, which, in turn, leads them to perceive their work performance to be higher.

The positive psychology movement seems to have stimulated new research and applications well beyond the discipline of traditional psychology. Among the various areas of inquiry, research and scholarship about positive organizations have received considerable attention from both researchers and practitioners. The current review examined the scholarly literature published between 2001 and 2009 on positive organizational psychology to provide a detailed picture of the current state of the field. This review sought to discover the overall growth rate, trends, and prevalent topics in the literature. It also aspired to provide an understanding of the empirical evidence for each topic through in-depth reviews. The findings suggest that there is a growing body of scholarly literature and an emerging empirical evidence base on topics related to positive organizations. Strengths, limitations, and implications of building a practical knowledge base for making significant improvements in the quality of working life and organizational effectiveness are discussed. [ABSTRACT FROM AUTHOR]