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Brett C. Luthans

Bio: Brett C. Luthans is an academic researcher from Missouri Western State University. The author has contributed to research in topics: Positive psychological capital & Capital (economics). The author has an hindex of 13, co-authored 17 publications receiving 1891 citations.

Papers
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Journal ArticleDOI
TL;DR: The importance of human knowledge, experiences, skills, and expertise has been investigated extensively by Harter,Schmidt, and Hayes (2002) and others and found to have a significant positive impact on performance outcomes.

1,123 citations

Journal ArticleDOI
TL;DR: This paper investigated the relationship between the recently recognized core construct of psychological capital (PsyCap) and creative performance and found that four components (i.e., efficacy, hope, optimism, and resilience) were predictors of creative performance.
Abstract: Despite considerable attention to the creative process and its relationship with personal characteristics, there is no published study focused directly on the relationship between the recently recognized core construct of psychological capital (PsyCap) and creative performance. Drawing from a large (N = 899) and heterogeneous sample of working adults, this study investigates PsyCap and its components (i.e., efficacy, hope, optimism, and resilience) as predictors of creative performance. Overall PsyCap predicted creative performance over and above each of the four PsyCap components. Theoretical and practical implications of these findings are considered. Copyright © 2010 ASAC. Published by John Wiley & Sons, Ltd.

245 citations

Journal ArticleDOI
TL;DR: In this paper, the authors present a systematic review of the existing literature on downsizing for improving effectiveness, which is based on prescriptions and anecdotes, and present a new approach for downsizing in organizations.
Abstract: Downsizing has become a popular organization-wide intervention for improving effectiveness. However, much of the existing literature is based on prescriptions and anecdotes. This article presents a...

196 citations

Journal ArticleDOI
TL;DR: In this paper, the relationship between business students' psychological resources of hope, efficacy, resiliency, and optimism and their academic performance (grade point average [GPA]) was investigated.
Abstract: Psychological capital (PsyCap) consisting of the psychological resources of hope, efficacy, resiliency, and optimism has been empirically demonstrated in the published literature to be related to manager and employee positive organizational outcomes and to be open to development. However, to date, little attention has been devoted to the impact of this positive core construct on important student-related outcomes. This study tests the relationship between business students’ PsyCap and their academic performance (grade point average [GPA]). The results indicate not only the predictive relationship between PsyCap and GPA, but also have important implications for training of PsyCap for business student development, retention, and success.

171 citations

Journal ArticleDOI
TL;DR: In this paper, a quasi-experimental study was conducted to test whether the Academic PsyCap of business students can be positively affected by a short training intervention, using a pretest, post-test control group design.
Abstract: The now widely recognized core construct of psychological capital (PsyCap) consists of the state-like positive psychological resources of hope, efficacy, resilience, and optimism. PsyCap has been empirically shown in the research literature to be related to various employee attitudinal, behavioral, and performance outcomes and open to development and change. Most recently, PsyCap has also been shown to be significantly related to business student academic performance. Using a pretest, posttest control group design, the present study tested whether the PsyCap of business students can be developed through a micro-training intervention. Results from this quasi-experimental study provide initial support that the Academic PsyCap of business students can be positively affected by a short training intervention.

118 citations


Cited by
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Journal ArticleDOI
TL;DR: Authentic Leadership Development (ALD) as mentioned in this paper is an emerging field of research in the field of leadership development, with a focus on transforming, charismatic, servant, and spiritual leadership perspectives.
Abstract: This Special Issue is the result of the inaugural summit hosted by the Gallup Leadership Institute at the University of Nebraska-Lincoln in 2004 on Authentic Leadership Development (ALD). We describe in this introduction to the special issue current thinking in this emerging field of research as well as questions and concerns. We begin by considering some of the environmental and organizational forces that may have triggered interest in describing and studying authentic leadership and its development. We then provide an overview of its contents, including the diverse theoretical and methodological perspectives presented, followed by a discussion of alternative conceptual foundations and definitions for the constructs of authenticity, authentic leaders, authentic leadership, and authentic leadership development. A detailed description of the components of authentic leadership theory is provided next. The similarities and defining features of authentic leadership theory in comparison to transformational, charismatic, servant and spiritual leadership perspectives are subsequently examined. We conclude by discussing the status of authentic leadership theory with respect to its purpose, construct definitions, historical foundations, consideration of context, relational/processual focus, attention to levels of analysis and temporality, along with a discussion of promising directions for future research.

3,866 citations

Book
01 Jan 2008
TL;DR: Nonaka and Takeuchi as discussed by the authors argue that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy.
Abstract: How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally. The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy. U.S. managers focus on explicit knowledge. The Japanese, on the other hand, focus on tacit knowledge. And this, the authors argue, is the key to their success--the Japanese have learned how to transform tacit into explicit knowledge. To explain how this is done--and illuminate Japanese business practices as they do so--the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines. For instance, using Matsushita's development of the Home Bakery (the world's first fully automated bread-baking machine for home use), they show how tacit knowledge can be converted to explicit knowledge: when the designers couldn't perfect the dough kneading mechanism, a software programmer apprenticed herself withthe master baker at Osaka International Hotel, gained a tacit understanding of kneading, and then conveyed this information to the engineers. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline. As we make the turn into the 21st century, a new society is emerging. Peter Drucker calls it the "knowledge society," one that is drastically different from the "industrial society," and one in which acquiring and applying knowledge will become key competitive factors. Nonaka and Takeuchi go a step further, arguing that creating knowledge will become the key to sustaining a competitive advantage in the future. Because the competitive environment and customer preferences changes constantly, knowledge perishes quickly. With The Knowledge-Creating Company, managers have at their fingertips years of insight from Japanese firms that reveal how to create knowledge continuously, and how to exploit it to make successful new products, services, and systems.

3,668 citations

Journal ArticleDOI
TL;DR: In this paper, the authors draw from the emerging positive psychology movement and the author's recent articles on the need for and meaning of a positive approach to organizational behavior, making the case that at this time, the OB field needs a proactive, positive approach emphasizing strengths, rather than continuing in the downward spiral of negativity trying to fix weaknesses.
Abstract: This essay draws from the emerging positive psychology movement and the author's recent articles on the need for and meaning of a positive approach to organizational behavior Specifically, the argument is made that at this time, the OB field needs a proactive, positive approach emphasizing strengths, rather than continuing in the downward spiral of negativity trying to fix weaknesses However, to avoid the surface positivity represented by the non-sustainable best-sellers, the case is made for positive organizational behavior (POB) to take advantage of the OB field's strength of being theory and research driven Additional criteria for this version of POB are to identify unique, state-like psychological capacities that can not only be validly measured, but also be open to development and performance management Confidence, hope, and resiliency are offered as meeting such POB inclusion criteria The overall intent of the essay is to generate some positive thinking and excitement for the OB field and ‘hopefully’ stimulate some new theory building, research, and effective application Copyright © 2002 John Wiley & Sons, Ltd

2,426 citations

01 Jan 2008
TL;DR: In this article, the authors argue that rational actors make their organizations increasingly similar as they try to change them, and describe three isomorphic processes-coercive, mimetic, and normative.
Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

2,134 citations

Journal ArticleDOI
TL;DR: In this paper, a model of authentic leader and follower development is proposed and examined with respect to its relationship to veritable, sustainable follower performance, and positive modeling is viewed as a primary means whereby leaders develop authentic followers.
Abstract: To address present and future leadership needs, a model of authentic leader and follower development is proposed and examined with respect to its relationship to veritable, sustainable follower performance. The developmental processes of leader and follower self-awareness and self-regulation are emphasized. The influence of the leader’s and followers’ personal histories and trigger events are considered as antecedents of authentic leadership and followership, as well as the reciprocal effects with an inclusive, ethical, caring and strength-based organizational climate. Positive modeling is viewed as a primary means whereby leaders develop authentic followers. Posited outcomes of authentic leader–follower relationships include heightened levels of follower trust in the leader, engagement, workplace well-being and veritable, sustainable performance. Testable propositions and directions for exploring them are presented and discussed.

1,813 citations