Carolyn M. Youssef

Emerging Positive Organizational Behavior

Although the value of positivity has been assumed over the years, only recently has it become a major focus area for theory building, research, and application in psychology and now organizational behavior. This review article examines, in turn, selected representative positive traits (Big Five personality, core self-evaluations, and character strengths and virtues), positive state-like psychological resource capacities (efficacy, hope, optimism, resiliency, and psychological capital), positive organizations (drawn from positive organization scholarship), and positive behaviors (organizational citizenship and courageous principled action). This review concludes with recommendations for future research and effective application.

The Additive Value of Positive Psychological Capital in Predicting Work Attitudes and Behaviors

Conventional wisdom and recent research have supported the importance of employee positivity. However, empirical analysis has not yet demonstrated potential added value of recently recognized psychological capital over the more established positive traits in predicting work attitudes and behaviors. This study found that psychological capital was positively related to extrarole organizational citizenship behaviors (OCBs) and negatively to organizational cynicism, intentions to quit, and counterproductive workplace behaviors. With one exception, psychological capital also predicted unique variance in these outcomes beyond demographics, self-evaluation, personality, and person—organization and person—job fit. The article concludes with implications for future research and practical application.

Meeting the Leadership Challenge of Employee Well-Being Through Relationship PsyCap and Health PsyCap

Increasing recognition is being given to the role that employee overall well-being plays in desired outcomes of today’s organizations. To help organizational leaders searching for understanding and answers, we propose that the positive core construct of psychological capital (or simply PsyCap), consisting of the positive psychological resources of hope, efficacy, resiliency, and optimism can be extended into the well-being domain. Although PsyCap has been clearly demonstrated to be related to employee attitudes, behaviors, and performance, linking it with other life domains relevant to overall well-being has yet to be tested. After first building a comprehensive conceptual foundation for extending PsyCap into the well-being domain, we empirically found that a cross section of employees’ (N = 523) “Relationship PsyCap” and “Health PsyCap” were related to both their respective satisfaction appraisals and desired objective outcomes. In addition, these two extended life satisfactions, along with the already well-established work satisfaction, combined to relate to the appraisal of the study participants’ overall well-being. This well-being was in turn found to be related to their overall level of PsyCap. These findings have implications for helping leaders meet the challenges they face in both understanding and helping develop the overall well-being of their employees.

A Tale of Two Paradigms: The Impact of Psychological Capital and Reinforcing Feedback on Problem Solving and Innovation

This study drew from two distinct paradigms: the social cognitively based emerging field of positive organizational behavior or POB and the more established behaviorally based area of organizational behavior modification or OB Mod. The intent was to show that both can contribute to complex challenges facing todays organizations. Using a quasi-experimental research design (N = 1,526 working adults), in general both the recently recognized core construct of psychological capital (representing POB) and reinforcing feedback (representing OB Mod), especially when partially mediated through a mastery-oriented mindset, were positively related to problem solving performance, reported innovation, and subsequent psychological capital. The implications for theoretical understanding and practice conclude the article.

Positivity in the Middle East: Developing Hope in Egyptian organizational Leaders

In this chapter, we draw from the emerging positive organizational behavior movement to describe the role that hope can play in the effectiveness of Egyptian organizational leaders. After providing a brief review of the theory and research on hope, we suggest ways that hopeful Egyptian organizational leaders can be developed and “hopefully” thrive in these times.