While there is growing recognition about the role of informal networks in organizations and the importance of energizers in the workplace, chances are that managers and organizations are missing a potentially devastating expense: de-energizers. Over the past decade we’ve studied the effects of negative or de-energizing ties, defined as enduring, recurring set of negative judgments, …
Category Archives: 연구논문
Spreitzer, G. M., & Grant, T. (2012). Helping students manage their energy: Taking their pulse with the energy audit. Journal of Management Education, 36(2), 239-263.
This article introduces a tool to help students learn to better manage their energy. The tool asks students to assess their energy levels for each waking hour over at least 2 days in order to identify patterns of activities associated with high energy and with depleted energy. The article describes how to use the tool …
Bartel, C. A. (2001). Social comparisons in boundary-spanning work: Effects of community outreach on members& #39; organizational identity and identification.
This research investigated how experiences in a particular boundary-spanning context (community outreach) affected members’ organizational identity and identification. Multimethod panel data from 219 participants showed that intergroup comparisons with clients (emphasizing differences) and intragroup comparisons with other organization members (emphasizing similarities) changed how members construed their organization’s defining qualities. Intergroup comparisons also enhanced the esteem …
Thompson, L., & Hastie, R. (1990). Social perception in negotiation. Organizational behavior and human decision processes, 47(1), 98-123.
Many negotiations provide opportunities for integrative agreements in which parties can maximize joint gains without competing for resources in a direct win-lose fashion. However, negotiators often settle for suboptimal compromise agreements rather than search for mutually beneficial, or integrative, agreements. We hypothesized that misperceptions of the other party’s interests are a primary cause of suboptimal …
Brown, K. W., & Ryan, R. M. (2004). Perils and promise in defining and measuring mindfulness: Observations from experience. Clinical Psychology: Science and Practice, 11(3), 242-248.
As mindfulness research advances on a variety of fronts, it has become increasingly important to carefully define and measure the construct. In this commentary, we draw from our recent research experience on these topics in addressing four issues of primary concern to Bishop et al: The nature of mindfulness, the role of acceptance in the …
Spreitzer, G., Sutcliffe, K., Dutton, J., Sonenshein, S., & Grant, A. M. (2005). A socially embedded model of thriving at work. Organization science, 16(5), 537-549.
Thriving describes an individual’s experience of vitality and learning. The primary goal of this paper is to develop a model that illuminates the social embeddedness of employees’ thriving at work. First, we explain why thriving is a useful theoretical construct, define thriving, and compare it to related constructs, including resilience, flourishing, subjective well-being, flow, and …
Porath, C., Spreitzer, G., Gibson, C., & Garnett, F. G. (2012). Thriving at work: Toward its measurement, construct validation, and theoretical refinement.
Thriving is defined as the psychological state in which individuals experience both a sense of vitality and learning. We developed and validated a measure of the construct of thriving at work. Additionally, we theoretically refined the construct by linking it to key outcomes, such as job performance, and by examining its contextual embeddedness. In Study …
Ford, M. E., & Smith, P. R. (2007). Thriving with social purpose: An integrative approach to the development of optimal human functioning. Educational Psychologist, 42(3), 153-171.
This article responds to the need to synthesize theory and research in educational psychology by introducing the Thriving with Social Purpose (TSP) conceptual framework. TSP results when the four components of human motivation—goals, capability beliefs, context beliefs, and emotions—are amplified in dynamic, mutually reinforcing patterns. The centerpiece of the TSP motivational pattern is an active …
Bellé, N. (2013). Leading to make a difference: A field experiment on the performance effects of transformational leadership, perceived social impact, and public service motivation.
Scholars have recently begun to investigate job design as one of the contingencies that moderates1 the performance effects of transformational leadership in public sector organizations. Drawing on this stream of research, we used a completely randomized true experimental research design to explore the potential of two extra-task job characteristics—beneficiary contact and self-persuasion interventions—to enhance the …
Grant, A. M. (2012). Leading with meaning: Beneficiary contact, prosocial impact, and the performance effects of transformational leadership. Academy of Management Journal, 55(2), 458-476.
Although transformational leadership is thought to increase followers’ performance by motivating them to transcend self-interest, rhetoric alone may not be sufficient. I propose that transformational leadership is most effective in motivating followers when they interact with the beneficiaries of their work, which highlights how the vision has meaningful consequences for other people. In a quasi-experimental …