DOING GOOD IN BUSINESS

This paper studies leadership style and positive organizational behavior in the context of Chinese enterprises. The purpose of the study is to test the impact of leadership style on positive organizational behavior in the context of Chinese enterprises, verify the correlation between leadership style and positive organizational behavior, and provide guidance for enterprise survival, competition and development. By reviewing the relatively mature and complete theoretical systems of leadership style and positive organizational behavior research at home and abroad, the impact of leadership style on positive organizational behavior in the context of Chinese enterprises is hypothesized from the relationship between vision motivation, leadership charisma, intellectual stimulation, and personality care construction and employee positive behavior. 300 employees were randomly selected as the research subjects, and questionnaires compiled in the form of Likert measurement scale were issued to obtain first-hand research data. The research results show that in the Chinese context, the vision motivation, intellectual stimulation and personality care of leaders have a positive impact on the positive organizational behavior of employees. The positive impact of personalized care on the positive organizational behavior of grassroots employees is greater than that of leadership charisma. Leadership style clarifies the beautiful future development vision for subordinates and can fully mobilize the work initiative of employees.

Purpose The purpose of this study is to explore the relationships between learning and ethical behavior with mediation of self-efficacy. The current study is distinguished from previous studies by its investigation of the relationships of three variables such as learning, self-efficacy, and ethical behavior based on the four-level model of Kirkpatrick and transfer of training by the application of the social cognitive theory of Bandura through the analysis of human resource development (HRD) in corporate social responsibility (CSR) activity in local Thai firms. This study aims to encourage organizations to prepare and construct “ethical behavior” through CSR activity. Design/methodology/approach Linear and multiple regression procedures were the basis of the analyses and a PASW statistics version 18 macro (syntax) was used. Findings The major finding was that self-efficacy mediated the relationship between learning (KSA change) and ethical behavior. Practical implications The researchers believe that companies should promote and encourage employees to participate in actual learning of such kinds of CSR activity in order to develop confidence. To achieve this goal, in addition to the purpose of KSA, improvement learning emphasis should be arranged to support self-efficacy of employees and increase a person's confidence in his/her ability to eventually perform ethical behavior. In terms of modification of the four-level model, the company ought to add “self-efficacy” into the procedure of the training and/or activity evaluation to increase its effectiveness. Originality/value The study examined Kirkpatrick's foul-level evaluation model and transfer of training by the application of Bandura's social cognitive theory.

One of the important employees in the field of sports is physical education and sports teachers. The responsibility of the relevant workforce to direct students in young age groups to sports branches in formal education areas and to develop them is remarkable. For this reason, shedding light on the characteristics of physical education and sports teachers will benefit the development of the field of sports. Within the scope of the research conducted to determine the effect of collective efficacy and autonomy of physical education and sports teachers on positive organizational behavior with structural equation modeling, 250 physical education and sports teachers were included in the study. In this context, personal information form and Teacher Autonomy, Collective Teacher Efficacy and Positive Organizational Behavior Scales were used in the study. The theoretical model created in the analysis of the data was tested with structural equation modeling. Also, Independent Sample T-Test, Pearson Correlation Test and descriptive statistics were utilized. The findings show that the participants have high levels of teacher autonomy, and average levels of collective efficacy and positive organizational behavior. It was determined that the measurement tools did not differ according to the gender variable, and there was a positive and moderate relationship between the participants' teacher autonomy and collective efficacy. In addition, it was determined that there was a positive and moderate relationship between the participants' teacher autonomy and their positive organizational behavior levels. The findings of the structural equation model indicate that there is a statistically significant effect between teacher autonomy and collective efficacy and positive organizational behavior. As a result, it has been determined that the related parameters have a relationship and effect with each other and the model formed in line with the hypotheses supports this.

Objectives: The purpose of this research was to investigate the effect of competency management on positive organizational behavior in teaching hospitals of Kermanshah University of Medical Sciences (KUMS). Methods: This research employed a cross-sectional method with the approach of structural equations. The statistical population of the research was the employees (nurses, doctors and staff) of the teaching hospitals of KUMS. The study population comprised 4000 people, of whom 355 people were selected through the random sampling method. The data collection instrument was the competency management questionnaire extracted from a qualitative work and Luthans’ positive organizational behavior questionnaire (2007). Their validity was confirmed by construct validity and their reliability was confirmed by Cronbach’s alpha and composite reliability. Analysis was done using Pearson’s correlation test and structural equation modeling or least squares method. The data were analyzed using SPSS23 and SMART PLS2 softwares. Results: The results of the structural equations indicated that the effect of competency management on positive organizational behavior and its dimensions include positive balance competencies and promoter competencies. The quality of the measurement and the structural model was confirmed by cross-validated communality and cross-validated redundancy tests. Moreover, the quality of the final model of research was calculated as goodness of fit index of 0.559, which showed that the model has a strong fit. Finally, a certified and significant relationship was found between competency management and positive organizational behavior. Conclusions: Thus it can be concluded that selecting hospital managers who have competency management and positive mood can help obtain functional and operational achievements. It can also help emerge and strengthen positive organizational behaviors in medical staff, which improves the quality of services at academic medical centers.

This editorial introduces a special issue of the Journal of Organizational Behavior onpositive organizational behavior(POB). POB emphasizes the need for more focused theory building, research, and effective application of positive traits, states, and behaviors of employees in organizations. We argue that in order to make a substantive contribution to organizational science, POB will need to show the added value of the positive over and above the negative. In addition, the emerging concept of employee engagement is briefly introduced. The papers in the special issue describe exciting positive organizational behavior studies that each tap into an interesting direction in which POB research might go. Copyright © 2008 John Wiley & Sons, Ltd.

Scholars argue that to address the social, economic and political challenges facing South Africa since 1994, organisational managers/leaders should adopt a positive approach, based on sound organisational behaviour. This study administered the Psychological Capital Questionnaire (PCQ) to determine whether human resources practitioners (N=131) as custodians of change and positive behaviour in organisations in South Africa embrace core elements of Positive Organisational Behaviour (POB). Exploratory factor analysis resulted in a three-factor model for the PCQ, renamed the Potential South African PsyCap (PSA-PsyCap) instrument. All dimensions displayed acceptable reliabilities. Statistically significant differences exist in the POB of demographic groups, relating to age, marital status, home language, seniority and qualifications. This research reveals that South African HR practitioners and managers should fully embrace psychological capital to effectively create caring workplaces taking cognizance of the broader economic and social issues affecting employees and their performance.

Executive Overview This article proposes a positive approach to organizational behavior (OB). Although the importance of positive feelings has been recognized through the years in the academic OB and popular literature, both management scholars and practitioners have arguably too often taken a negative perspective—trying to fix what is wrong with managers and employees and concentrating on weaknesses. Positive organizational behavior (POB) follows the lead of recently emerging positive psychology, which is driven by theory and research focusing on people's strengths and psychological capabilities. Instead of just retreading and putting a positive spin on traditional OB concepts, this unveiling of POB sets forth specific criteria for inclusion. Not only does positivity have to be associated with the concept, but it must also be relatively unique to the OB field, have valid measures, be adaptable to leader/management and human resource training and development, and, most important, capable of contributing to performance improvement in today's workplace. The criteria-meeting concepts of confidence/self-efficacy, hope, optimism, subjective well-being/happiness, and emotional intelligence (or the acronym CHOSE) are identified and analyzed as most representative of the proposed POB approach. The implications of these POB concepts for the workplace are given particular attention.

In the workplace, the aim of positive organizational behavior (POB) is to promote the strengths and proficiencies of the institution’s human capital in the belief that doing so increases work productivity and boosts employee morale while decreasing stress and employee burnout. POB, incorporating the tenets of positive psychology within its framework, emphasizes that the psychological states of self-efficacy, hope, optimism, and resiliency are able to be quantified, improved, and controlled. The purpose of this chapter is to introduce the concept of POB, to explore its impact on leadership development (particularly by examining the authentic leadership model), to discuss its human resource development (HRD) applications in the workplace, and to apply the POB concept to academic and public library directors with the aim of producing a better working environment for all library staff. A conceptual approach is employed throughout the chapter to provide a theoretical analysis of how the POB concept could be utilized by library administrators. Using a variety of tools such as modeling, coaching, and rewarding innovation to produce the desired behaviors in subordinates, administrators can help to create an organizational climate within their institutions that values positivity over negativity. As a recently emerged phenomenon, POB is still developing, producing two important concepts on its own, namely authentic leadership and psychological capital, which have not been applied to the library profession. This chapter adds a unique perspective to the growing POB literature.

This study is an attempt to investigate prevalence of positive organizational behavior in the organizations in the service sector of Pakistan. We tested effects of organization based self-esteem, role stressors (role conflict, role overload and role ambiguity), leader-member exchange and perceived organizational support on positive organizational behavior as well as mediation of organization-based-self-esteem in this regard. Moreover, moderation of global self-esteem was also estimated in relationship between organization based self-esteem and positive organizational behavior. Data from 250 respondents from three service sectors of Pakistan (bank, hotel and education) was collected through mail survey and using stratified random sampling technique. Data analysis on the usable 215 questionnaires was made by using hierarchical multiple regression. Significant direct and indirect results through mediation of organization based self-esteem were found only for leader-member exchange, perceived organizational support and role ambiguity. Nevertheless, global self-esteem was not found to moderate the relationship of organization base self-esteem and positive organizational behavior. Implications and future research recommendations are also given.

Due to recent upswing in leadership approach proponents of authentic leadership take a very normative approach, placing a strong emphasis on the creation of interferences to facilitate the development of authenticity. Authentic leadership represents a relatively new leadership framework stemming from the fields of leadership, ethics, positive psychology, and positive organizational behavior. Academicians and practitioners are concerned about how leaders in institutions affect the growth of positive organizational behavior, knowledge-sharing behavior, and employee performance since decades. Any institution, especially non-profit organizations like universities, may benefit from exhibiting the effective leadership style to boost employee productivity. If there was a correlation between the performance of academicians and that of actual leaders, this quantitative study sought to determine if such a correlation was due to positive organizational behavior and knowledge sharing behavior acting as an intervening variable. According to positive psychology, people may develop themselves while simultaneously promoting the growth of others by stressing their positive personality traits that result in the emergence of authentic leadership. Considering a sample of 350 academicians affiliated with both public and private universities in Pakistan, we were able to test and confirm our proposed hypothesis and verify the study model. The findings of this study have provided empirical evidence of the relationships between authentic leadership, positive organizational behavior, knowledge sharing, and academicians' performance. The implications of the study have advanced the theoretical and practical aspects by statistically proving a hypothetical model while providing concrete inferences that can be applied to enhance employees’ performance.

Leadership and organizational behavior are two crucial elements in any organization, including in the context of village governance. Good leadership not only influences the direction and goals of the organization but also shapes the culture and dynamics within it. Understanding organizational behavior in Ketapanrame Village is essential to identify the patterns of interaction between individuals and groups, as well as how local culture affects the performance of village officials and the community. In this context, the relationship between leadership and organizational behavior is the main focus of this study. The research uses a qualitative approach with a case study method to explore the dynamics in more depth. Data were collected through in-depth interviews, direct observation, and analysis of relevant documents. The findings show that the relationship between leadership and organizational behavior in Ketapanrame Village has a direct impact on the effectiveness of village governance. Effective leadership can foster positive organizational behavior, where leaders create an environment that encourages collaboration, open communication, and innovation. Conversely, positive organizational behavior will support the achievement of the organization’s vision and mission, as well as improve overall performance, creating synergy between leaders, village officials, and the community

The purpose of this research is to examine the effects of individual innovation and emotional intelligence levels on organizational behavior of the participants working in the Provincial Directorate of Youth and Sports. The study group of the research consists of 77 female (38.7%) and 122 male (61.3%) participants working in the Provincial Directorate of Youth and Sports. As a data collection tool in the research; Individual Innovation, Emotional Intelligence and Positive Organizational Behavior Scales were used. The participants drew a high level of innovative profile; It can be stated that he has an above-average level of emotional intelligence and organizational behavior. According to the results of the research; A significant, positive and moderate relationship was found between individual innovation, emotional intelligence and organizational behavior. In addition; It can be said that 53% of organizational behavior is explained by individual innovation and emotional intelligence characteristics.

The actions of individuals in organizations and the factors in the emergence of these actions are evaluated in a scientific framework within the concept of organizational behavior. The concepts of workplace friendship and work dedication, which are concepts that try to reveal the ideas that will positively affect the actions of the individuals in the organization, are included in the scope of the study. Workplace friendship is expressed as informal human interactions in the workplace. On the other hand, work engagement is the dedication of employees to fulfilling their job roles, physically, cognitively and emotionally. The aim of the research is to examine the studies on positive organizational behavior in the literature in 2019 and 2020, when the COVID-19 epidemic was intense. For this purpose, bibliometric analysis method was used in the study. In the study, 261 articles in 2019 and 332 articles in 2020 were included in the scope of the Scopus database. The studies included in the research were examined in accordance with the criteria of author, university, country, method, number of pages, keywords and number of references used. It is thought that the findings obtained as a result of the study will be interpreted and it will provide convenience to the researchers in future studies.

Positive Organizational Behaviour: A Reflective Approach introduces the most recent theoretical and empirical insights on positive organizational practices, addressing emerging topics such as resilience, job crafting, responsible leadership and mindfulness. Other books on positive approaches tend to gloss over the limitations of the positive agenda, but this textbook is unique in taking a reflective approach, focussing on the positive while also accommodating critical perspectives relating to power and control. Positive Organizational Behaviour provides an integrated conceptual framework, evidence-based findings and practical tools to gain an understanding of the potential of positive organizational practices. This innovative new textbook will provide advanced management and psychology students with a grounding in the area, and help them develop strategies for building effective and responsible organizations.

This study is situated in the paradigms of positive organizational scholarship (POS) and positive organizational behaviour (POB). It draws upon the theoretical mechanisms of social learning and emotional contagion to suggest that psychological capital may spread through work teams to impact team outcomes such as performance, innovation, and organizational citizenship behavior (OCB). The degree to which team psychological capital (TPsyCap) mediated the relationship between leader psychological capital (LPsyCap) and team outcomes was also tested (n = 94 teams; n = 94 leaders; n = 550 employees). Using structural equation modelling, LPsyCap and TPsyCap were both related to team-level organizational citizenship behavior, team performance, and team innovation. However, the relationship between LPsyCap and TPsyCap was not significant. These findings support the positioning of psychological capital as an important resource for optimal team functioning but also suggest that workplaces cannot expect that leaders, through their own psychological capital alone, can create team-level psychological capital. Instead, the current research suggests that other organizational initiatives and experiences are needed to enhance LPsyCap. The results contribute to a better understanding of POS and POB in general and, specifically, to the recently emerging construct of team psychological capital.