A Socially Embedded Model of Thriving at Work

Spreitzer, Gretchen M.; Sutcliffe, Kathleen M.; Dutton, Jane E.; Sonenshein, Scott; Grant, Adam M.

doi:10.1287/orsc.1050.0153

Cited by 1,038 publications

(2,328 citation statements)

References 73 publications

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“…By utilizing the componential theory of creativity (Amabile, 1983), Spreitzer, Sutcliffe, Dutton, Sonenshein and Grant's (2005) model of thriving and Quinn and Dutton's (2005) theory of coordination they showed that LMX was positively related to employees' feelings of energy, which in turn were related to a high level of involvement in creative work. in a longitudinal, multisource and multi-level study looked at both LMX and TMX (Team-Member Exchanges).…”

Section: Relational Perspectivesmentioning

confidence: 99%

Creative Leadership: A Multi-Context Conceptualization

Mainemelis¹,

Kark²,

Epitropaki³

2015

The Academy of Management Annals

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Further information on publisher's website:http://dx.doi.org/10. 1080/19416520.2015.1024502 Publisher's copyright statement:This is an Accepted Manuscript of an article published by Taylor Francis Group in The Academy of Management Annals on 27/02/2015, available online at: http://www.tandfonline.com/10. 1080/19416520.2015.1024502. Additional information: Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. AbstractVarious streams of organizational research have examined the relationship between creativity and leadership, albeit using slightly different names such as "creative leadership", "leading for creativity and innovation," and "managing creatives." In this article we review this dispersed body of knowledge and synthesize it under a global construct of creative leadership, which refers to leading others towards the attainment of a creative outcome.Under this unifying construct we classify three more narrow conceptualizations that we observe in the literature: facilitating employee creativity; directing the materialization of a leader's creative vision; and integrating heterogeneous creative contributions. After examining the contextual characteristics associated with the three conceptualizations, we suggest that they represent three distinct collaborative contexts of creative leadership. We discuss the theoretical implications of a multi-context framework of creative leadership, + The second and the third author contributed equally.

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Section: Relational Perspectivesmentioning

confidence: 99%

Creative Leadership: A Multi-Context Conceptualization

Mainemelis¹,

Kark²,

Epitropaki³

2015

The Academy of Management Annals

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“…Contentment, by contrast, is correlated positively with the 'pleasure' dimension and negatively with the 'arousal' dimension. Applied to the job, employees with high Enthusiasm-with high pleasure and stimulation from their work-are said to have feelings central to the model of ''thriving'' (Spreitzer et al 2005), while conversely those with low Enthusiasm express feelings of depression, who take no pleasure from their work and are passive. Those with high Contentment find their jobs acceptable but are said to have a ''resigned satisfaction'', while conversely those with low Contentment express feelings of anxiety, being both aroused by and experiencing displeasure from their work (Grebner et al 2005;Warr 2007: 22).…”

Section: Theory and Prior Evidence Linking Job Characteristics And Jomentioning

confidence: 99%

Job-Related Well-Being Through the Great Recession

Green¹,

Felstead

Gallie

et al. 2014

J Happiness Stud

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We study how job-related well-being (measured by Warr's 'Enthusiasm' and 'Contentment' scales) altered through the Great Recession, and how this is related to changing job quality. Using nationally representative data for Britain, we find that jobrelated well-being was stable between 2001 and 2006, but then declined between 2006 and 2012. We report relevant changes in job quality. In modelling the determinants of jobrelated well-being, we confirm several previously-studied hypotheses and present some new findings: downsizing, work re-organisation, decreased choice, and linking pay to organisational performance each reduce well-being; indicators of skills challenge in jobs have more of a positive association with Enthusiasm than with Contentment, while effort has a more negative association with Contentment than with Enthusiasm. Our estimates are largely orthogonal to the effects of personality traits and demographic controls on wellbeing. Using a standard decomposition, we find that the 2006-2012 fall in job-related wellbeing is partly accounted for by accelerations in the pace of workplace change, rising job insecurity, increased effort and changing participation.Keywords Effort Á Job insecurity Á Downsizing Á Performance-related pay Á Organisational participation Á Job-related well-being Á Task discretion Á Skill IntroductionThis paper is concerned with what happens to the job-related well-being of those in employment in a major recession. Periods of economic crisis and stagnation are typically seen as occasions for accelerated changes in employment and production relations. Whether through Schumpeterian creative destruction or through a shift in the balance of power, the opportunity may be taken to renew working methods, relationships and pay bargains, with consequences for both employers and their employees. Major economic downturns are known to generate falls in general well-being (as manifested in overall life satisfaction and health indicators) which extend beyond those rendered involuntarily unemployed to the broader workforce who feel less secure and to their dependants (Burchell 1994;Di Tella et al. 2003;Green 2011). The focus here, however, is on how indicators of job-related wellbeing (feelings about one's job) are changed over a recession, and on how this is related to changing job quality. To investigate this, we examine the specific instance of employees in Britain before and after the 'Great Recession' of 2008-2009.Since job-related well-being is an end in itself, studying it needs no additional motivation. Nevertheless, there is evidence that job-related well-being is associated with productivity, absenteeism and labour turnover (e.g. De Neve et al. 2013;Warr 2007;Zelenski et al. 2008)-even if much remains to be done to determine the magnitude of the causal effects. In recent years well-being-including in the domain of work-has been assigned a place in the 'beyond GDP' agenda (Stiglitz et al. 2009). A better understanding of various dimensions of well-being at an aggregate level are re...

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“…Behavioural energy represents the action-related construct of productive organisational energy and the degree to which groups engage in active, focused, and purposeful behaviours to realize organizational objectives (Spreitzer, Sutcliffe, Dutton, Sonenshein & Grant, 2005;. Individual behavior and social interactions are important drivers of energy creation for sustained business process execution and business performance (Schiuma et al, 2007).…”

Section: Productive Organisational Energymentioning

confidence: 99%