Two studies were conducted to analyze how hope, resilience, optimism, and efficacy individually and as a composite higher-order factor pre-dicted work performance and satisfaction. Results from Study 1 provided psychometric support for a new survey measure designed to assess each of these 4 facets, as well as a composite factor. Study 2 results indi-cated a significant positive relationship regarding the composite of these 4 facets with performance and satisfaction. Results from Study 2 also indicated that the composite factor may be a better predictor of per-formance and satisfaction than the 4 individual facets. Limitations and practical implications conclude the article. In a special issue of the American Psychologist, Sheldon and King (2001, p. 216) point out that “Positive psychology revisits the ‘aver-age person ’ with an interest in finding out what works, what is right, and what is improving. ” Like positive psychology, which does not claim to have discovered the importance of positivity (e.g., see Peterson, 2006), the recently emerging positive organizational behavior field recognizes that much of the early history (e.g., Herzberg, 1966; Maslow, 1954; McGregor, 1960) and contemporary theories and research (e.g., job satisfaction, organizational commitment, positive affectivity, core self-evaluations, organizational citizenship, intrinsic motivation, humor, self-determination, organizational justice, among others) are positively oriented. Nevertheless, analogous to, and drawing from, the positive psy-chology literature, the term positive organizational behavior is intended to

This study developed and tested a theory-based measure of authentic leadership using five

We sought to examine the concept of authentic leadership and discuss the influences of authenticity and authentic leadership on leader and follower eudaemonic well-being, as well as examine the processes through which these influences are realized. This was accomplished in four ways. First, we provide an ontological definition of authentic leadership, rooted in two distinct yet related philosophical approaches to human well-being: hedonism and eudaemonia. Second, we develop a multi-component model of authentic leadership based on recent theoretical developments in the area of authenticity. The resulting model consists of self-awareness, unbiased processing, authentic behavior/acting and authentic relational orientation. Third, we discuss the personal antecedents (leader characteristics) of authentic leadership as well as the outcomes of authentic leadership for both leaders and followers and examine the processes linking authentic leadership to its antecedents and outcomes. Fourth, we discuss the implications of this work for authentic leadership theory and then provide some practical implications for developing authentic leaders.

abstract Everyone knows about China’s huge population and the fast-growing economy. Although macro-level sociological and economic analyses have given some attention to the linkage between the two, at the micro level, the relationship between human resources and, more specifically, psychological capital of Chinese workers and their performance has been largely ignored. Within the context of three factories (two private and one state-owned) in the People’s Republic of China, this exploratory study examined the relationship of a sample (n = 422) of Chinese workers ’ positive psychological capital states and their performance. Results indicated the workers’ positive states of hope, optimism, and resiliency, separately and when the three were combined into a core construct of psychological capital, significantly correlated with their performance, as rated by their supervisors. An analysis of workers in one of the factories (n = 272) also found a significant relationship between the workers ’ positive psychological capital and the performance outcome of relative merit-based salary. Limitations, future research, and practical implications conclude the article.

This Article is brought to you for free and open access by the Management Department at DigitalCommons@University of Nebraska- Lincoln. It has

Given the dramatic changes taking place in society, the economy, and technology, 21st-century organizations need to engage in new, more spontaneous, and more innovative ways of managing. I investigate why an increasing number of companies are including artists and artistic processes in their approaches to strategic and day-to-day management and leadership. “The MFA is the New MBA... An arts degree is now perhaps the hottest credential in the world of business.”

We present a theory of how individuals compose their reflected best-self portrait, which we define as a changing self-knowledge structure about who one is at one’s best. We posit that people compose their reflected best-self portrait through social experiences that draw on intrapsychic and interpersonal resources. By weaving to-gether microlevel theories of personal change and macrolevel theories of human resource development, our theory reveals an important means by which work orga-nizations affect people’s capacity to realize their potential. Being extraordinary does not necessarily mean obtaining a position of honor or glory or even of becoming successful in other people’s eyes. It means being true to self. It means pursuing our full potential (Quinn & Quinn, 2002: 35). Being extraordinary. All of us can recall our own extraordinary moments—those moments when we felt that our best-self was brought to

ABSTRACT. The present 2-wave study among 258 secondary school teachers investigates the relationship between personal and organizational resources on the one hand, and work-related flow on the other hand. On the basis of Hobfoll’s (1988) conservation of resources theory, Bandura ’ social cognitive theory (1997; 2001), and Fredrickson’s (1998) ‘‘broaden-and-build’ ’ theory of positive emotions, we formulated two hypotheses: (1) personal resources (i.e., self-efficacy beliefs) and organizational resources (including social support climate and clear goals) facilitate work-related flow (work absorption, work enjoyment, and intrinsic work motivation); and (2) work-related flow has a positive influence on personal and organizational resources. The results of a series of structural equation modeling analyses offer clear support for both hypotheses. The theoretical and practical implications of these findings are discussed.

Servant leadership is positioned as a new field of research for leadership scholars. This review deals with the historical background of servant leadership, its key characteristics, the available measurement tools, and the results of relevant studies that have been conducted so far. An overall conceptual model of servant leadership is presented. It is argued that leaders who com-bine their motivation to lead with a need to serve display servant leadership. Personal charac-teristics and culture are positioned alongside the motivational dimension. Servant leadership is demonstrated by empowering and developing people; by expressing humility, authenticity, interpersonal acceptance, and stewardship; and by providing direction. A high-quality dyadic relationship, trust, and fairness are expected to be the most important mediating processes to encourage self-actualization, positive job attitudes, performance, and a stronger organizational focus on sustainability and corporate social responsibility.

The importance of authentic approaches to lead-ership is far reaching in both the research and practi-tioner domains. Economic, geo-political, and techno-logical developments over the past few decades have placed demands on leaders that require them to be transparent, be aware of their values, and guide orga-nizations with a moral/ethical perspective. In turn, or-ganizations are looking to extant research to determine how to select and develop leaders that will add com-petitive advantage not only by impacting the short-term bottom line but also by leading with values that reflect those of stakeholders and creating a long- term vision. Management scholars have responded to these calls by pursuing research in both authentic leadership and positive psychological capital. Authentic leader-