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.

Authentic leadership development: Getting to the root of positive forms of leadership

Two studies were conducted to analyze how hope, resilience, optimism, and efficacy individually and as a composite higher-order factor predicted 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 indicated 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 performance and satisfaction than the 4 individual facets. Limitations and practical implications conclude the article.

/pdf/positive-psychological-capital-measurement-and-relationship-51q6i4tzxj.pdf

Positive psychological capital: measurement and relationship with performance and satisfaction

https://digitalcommons.unl.edu/cgi/viewcontent.cgi?article=1035&context=managementfacpub

Positive Organizational Behavior in the Workplace The Impact of Hope, Optimism, and Resilience

http://erlanbakiev.weebly.com/uploads/1/0/8/3/10833829/emerging_positive_organizational_behavior.pdf

Emerging Positive Organizational Behavior

The positive core construct of psychological capital (or simply PsyCap), consisting of the psychological resources of hope, efficacy, resilience, and optimism, has recently been demonstrated to be open to human resource development (HRD) and performance management. The research stream on PsyCap has now grown to the point that a quantitative summary analysis of its impact on employee attitudes, behaviors, and especially performance is needed. The present meta-analysis included 51 independent samples (representing a total of N � 12,567 employees) that met the inclusion criteria. The results indicated the expected significant positive relationships between PsyCap and desirable employee attitudes (job satisfaction, organizational commitment, psychological well-being), desirable employee behaviors (citizenship), and multiple measures of performance (self, supervisor evaluations, and objective). There was also a significant negative relationship between PsyCap and undesirable employee attitudes (cynicism, turnover intentions, job stress, and anxiety) and undesirable employee behaviors (deviance). A sub-analysis found no major differences between the types of performance measures used (i.e., between self, subjective, and objective). Finally, the analysis of moderators revealed the relationship between PsyCap and employee outcomes were strongest in studies conducted in the United States and in the service sector. These results provide a strong evidence-based recommendation for the use of PsyCap in HRD and performance programs. Theoretical contributions, future research directions, and practical guidelines for HRD conclude the article.

/pdf/meta-analysis-of-the-impact-of-positive-psychological-2o2sb72243.pdf

Meta-Analysis of the Impact of Positive Psychological Capital on Employee Attitudes, Behaviors, and Performance.

https://digitalcommons.unl.edu/cgi/viewcontent.cgi?article=1163&context=managementfacpub

Human, Social, and Now Positive Psychological Capital Management: INVESTING IN PEOPLE FOR COMPETITIVE ADVANTAGE

Recent events in Egypt and the Middle East: Background, direct observations and a positive analysis

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.

Carolyn M. Youssef

Papers

Human, Social, and Now Positive Psychological Capital Management: INVESTING IN PEOPLE FOR COMPETITIVE ADVANTAGE

Recent events in Egypt and the Middle East: Background, direct observations and a positive analysis

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