Positive Emotion in Organizations: A Multi-Level Framework

Ashkanasy, Neal M.; Ashton‐James, Claire E.

doi:10.4135/9781446212752.n5

Cited by 35 publications

(23 citation statements)

References 73 publications

(42 reference statements)

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“…Ashkanasy & Ashton-James, 2007). However, positive emotions have been found to impact many important outcomes such as employment and quality of work, income, work satisfaction, organizational citizenship, withdrawal and turnover, conflict resolutions and cooperation, creativity, problem solving, and performance (Lyubomirsky et al, 2005).…”

Section: General Discussion and Conclusionmentioning

confidence: 98%

Elevation at work: The effects of leaders’ moral excellence

Vianello

Galliani

Haidt

2010

The Journal of Positive Psychology

128

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Leaders influence followers in many ways; one way is by eliciting positive emotions. In three studies we demonstrate that the nearly unstudied moral emotion of 'elevation' (a reaction to moral excellence) mediates the relations between leaders' and their followers' ethical behavior. Study 1 used scenarios manipulated experimentally; study 2 examined employees' emotional responses to their leaders in a natural work setting; study 3 compared the effects of elevation to those of happiness, serenity, and positive affect. We found that leaders' interpersonal fairness and self-sacrifice are powerful elicitors of elevation, and that this emotion fully mediates leaders' influence on followers' organizational citizenship behavior and affective organizational commitment. In the first study, we also observed a moderation effect of interpersonal fairness on self-sacrifice. Results underline the importance of positive moral emotions in organizations and shed light on the emotional process by which ethical leaders can foster positive organizational outcomes.

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Section: General Discussion and Conclusionmentioning

confidence: 98%

Elevation at work: The effects of leaders’ moral excellence

Vianello

Galliani

Haidt

2010

The Journal of Positive Psychology

128

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“…Although most previous research has investigated affective climate at the group level (e.g., George, 1996;Pirola-Merlo et al, 2002), scholars have recently pointed out that the respective mechanisms extend to the organizational level (Ashkanasy & Ashton-James, 2007). For example, Hareli and Rafaeli (2008) claim that "mimicking, emotion interpretation, etc.…”

Section: Tfl Climate and Organizations' Positive Affective Climatementioning

confidence: 97%

Transformational leadership climate: Performance linkages, mechanisms, and boundary conditions at the organizational level

Menges

Walter

Vögel

et al. 2011

The Leadership Quarterly

112

102

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“…In the secondary appraisal, PCF may evoke more specific emotions such as joy, pleasure, and enthusiasm among employees. Constituting an essential part of this theory, the frequency with which hassles or uplifts occur determines employees' emotions (Ashkanasy and Ashton-James, 2007). So, as PCF may accumulate within organizations, the affective climate of an organization might get influenced by customer feedback based on the frequency of PCF.…”

Section: Customer Feedback and Positive Affective Climatementioning

confidence: 99%

How and when customer feedback influences organizational health

Kipfelsberger

Herhausen

Bruch

2016

Journal of Managerial Psychology

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Purpose-The purpose of this paper is to explore how and when customers influence organizational climate and organizational health through their feedback. Based on affective events theory, the authors classify both positive and negative customer feedback (PCF and NCF) as affective work events. The authors expect that these events influence the positive affective climate of an organization and ultimately organizational health, and that the relationships are moderated by empowerment climate. Design/methodology/approach-Structural equation modeling was utilized to analyze survey data obtained from a sample of 178 board members, 80 HR representatives, and 10,953 employees from 80 independent organizations. Findings-The findings support the expected indirect effects. Furthermore, empowerment climate strengthened the impact of PCF on organizational health but does not affect the relationship between NCF and organizational health. Research limitations/implications-The cross-sectional design is a potential limitation of the study. Practical implications-Managers should be aware that customer feedback influences an organization's emotional climate and organizational health. Based on the results organizations might actively disseminate PCF and establish an empowerment climate. With regard to NCF, managers might consider the potential affective and health-related consequences for employees and organizations. Social implications-Customers are able to contribute to an organization's positive affective climate and to organizational health if they provide positive feedback to organizations. Originality/value-By providing first insights into the consequences of both PCF and NCF on organizational health, this study opens a new avenue for scientific inquiry of customer influences on employees at the organizational level.

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Positive Emotion in Organizations: A Multi-Level Framework

Cited by 35 publications

References 73 publications

Elevation at work: The effects of leaders’ moral excellence

Elevation at work: The effects of leaders’ moral excellence

Transformational leadership climate: Performance linkages, mechanisms, and boundary conditions at the organizational level

How and when customer feedback influences organizational health

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