Destructive de-energizing relationships: How thriving buffers their effect on performance.

Gerbasi, Alexandra; Porath, Christine L.; Parker, Andrew; Spreitzer, Gretchen M.; Cross, Rob

doi:10.1037/apl0000015

Cited by 116 publications

(118 citation statements)

References 63 publications

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“…One way in which an individual's level of energetic activation can be restored is through interactions with others. Interactions with others can result in an increase in the feeling of energetic activation (Baker, Cross & Wooten, 2003), but interactions can also result in a dampening of the feeling of being energized (Gerbasi et al, 2015). Recent research suggests that those individuals who experience interactions that decrease energetic activation have lower performance (Gerbasi et al, 2015).…”

Section: Energetic Activationmentioning

confidence: 99%

“…Interactions with others can result in an increase in the feeling of energetic activation (Baker, Cross & Wooten, 2003), but interactions can also result in a dampening of the feeling of being energized (Gerbasi et al, 2015). Recent research suggests that those individuals who experience interactions that decrease energetic activation have lower performance (Gerbasi et al, 2015). While, having interactions that result in increased energetic activation is associated with having higher individual performance within an organization Casciaro & Lobo, 2008 …”

Section: Energetic Activationmentioning

confidence: 99%

“…This will likely have a longerterm impact on an individual's disposition and overall level of energetic activation. Depending how one person views another, it could have either a heightened effect on the focal individual's level of energetic activation or a dampening effect (Gerbasi et al, 2015;Parker et al, 2013) Having numerous interactions with individuals inside the organization that result in heightened energetic activation will likely result in an accumulation of energy as a resource (Quinn et al, 2012) that can be used as a buffer against interactions that diminish an individual's feeling of energetic activation Gerbasi et al, 2015;Parker et al, 2013). If an individual has more interactions that raise their level of energetic activation compared to those that lower their energetic activation, then the person will likely feel a sense of wellbeing and a belief that they can do work that can make a positive contribution to the goals of the organization (Quinn & Dutton, 2005).…”

Section: Energetic Activation and Voluntary Turnovermentioning

confidence: 99%

“…Research on the role of human energy has recently become more prominent in the studies of individuals within organizations (Cross, Baker & Parker 2003;Gerbasi, Porath, Parker, Spreitzer & Cross, 2015;Quinn, 2007;Quinn & Dutton, 2005;Quinn et al, 2012;Ryan & Deci 2008). Human energy can be divided into two components.…”

Section: Energetic Activationmentioning

confidence: 99%

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The impact of energizing interactions on voluntary and involuntary turnover

Parker¹,

Gerbasi²

2016

M@n@gement

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AcknowledgementsWe are very grateful for the insightful comments of Nathalie Delobbe and the three reviewers. We also thank Gary Ballinger, Rob Cross and Greg Molecke and the participants of the 31st Sunbelt International Network for Social Network Analysis conference. 2 AbstractIn this paper we build from the theory of energetic activation to highlight the role energizing interactions play in relation to performance and turnover. We theorize that the association between energizing interactions within organizations and turnover is mediated by individual performance. We test our hypotheses using longitudinal network data collected annually within the IT department of a global engineering consulting firm over a four-year period. Our study shows that when an individual perceives their interactions with others inside the organization as increasing their level of energetic activation, they have a reduced likelihood of voluntary turnover, but that this relationship is mediated by individual performance. Perceiving interactions as increasing energetic activation results in higher performance, which in turn actually increases voluntary turnover. In contrast, when others perceive interactions with the focal actor as increasing their level of energetic activation it reduces the focal actor's risk of involuntary turnover. This relationship is also mediated by performance. When others within the organization perceive interactions with the focal actor as increasing their level of energetic activation, it results in the focal actor having higher performance, which in turn reduces the focal actor's involuntary turnover. In conclusion, we note that our findings are specific to knowledge workers with IT skills and may not be generalizable to all employees. We also suggest implications for managers and potential areas for future research.

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Section: Energetic Activationmentioning

confidence: 99%

Section: Energetic Activationmentioning

confidence: 99%

Section: Energetic Activation and Voluntary Turnovermentioning

confidence: 99%

Section: Energetic Activationmentioning

confidence: 99%

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The impact of energizing interactions on voluntary and involuntary turnover

Parker¹,

Gerbasi²

2016

M@n@gement

Self Cite

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“…We argue that TFL as a contextual resource influences the pool of resources that employees have available (see e.g., Halbesleben, 2006), aiding the development of thriving as a volatile, personal resource (see e.g., Gerbasi, Porath, Parker, Spreitzer, & Cross, 2015). Specifically, transformational leaders convey a purposeful vision and motivate their followers to think outside of the box and to challenge long-held assumptions (Bass, 1985).…”

Section: The Mediating Role Of Thrivingmentioning

confidence: 99%

Transformational leadership and burnout: The role of thriving and followers’ openness to experience.

Hildenbrand

Sacramento

Binnewies

2018

Journal of Occupational Health Psychology

158

165

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Grounding our research in conservation of resources theory, we set out to shed light on the relationship between transformational leadership (TFL) and employee burnout. Specifically, we considered both thriving at work, a personal resource, and employees' openness to experience (OTE), a key resource, to uncover whether all employees benefit equally from TFL (a contextual resource). In detail, we argued that the negative effect of TFL on employee burnout is mediated by employee thriving at work, and that employees' OTE constitutes a boundary condition of this process. Our moderated mediation model was tested with 2 waves of data from 148 employees from a midsized German manufacturing company. The results supported our hypotheses and revealed that employees' thriving at work mediated the link between TFL and reduced burnout. As predicted, these relationships were moderated by employees' personality in such a way that TFL affected thriving and hence burnout of employees high on OTE, but not of employees low on OTE. Taken together, our findings suggest that TFL serves as a resource that protects employees from burning out, but also highlights the need to consider employees' personality in perceptions of and reactions to leadership.

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The problem of employees' network centrality and supervisors' error in performance appraisal: A multilevel theory

Bizzi

2017

Human Resource Management

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This article reveals an unexplored paradox for HR managers: the centrality of an employee in the social network benefits performance but hampers performance appraisal because it affects supervisors' rating errors. Central employees can be erroneously rated high on performance even when they are not high performers because supervisors tend to overappraise their performance. A distinction is made between rating precision, which depends on supervisors' uncertainty regarding employees' performance, and rating accuracy, which depends on supervisors' bias in favor of employees. Employee centrality is posited to be beneficial to precision but deleterious to accuracy because it regulates the diffusion of positive information, status, and power, all of which distort supervisors' capacity and motivation to accurately appraise performance. It is then argued that rating errors caused by network centrality affect aggregate perceptions of justice in organizations. When employees are highly connected to each other in a dense network, organizations have a strong and positive justice climate. Yet when some employees are more central than others in a centralized network, organizations have a negative and weak justice climate. The article contributes to the literature because it identifies an unexplored dark side of network centrality and offers recommendations for HR managers to cope with its deleterious consequences and for scholars to study them.

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Destructive de-energizing relationships: How thriving buffers their effect on performance.

Cited by 116 publications

References 63 publications

The impact of energizing interactions on voluntary and involuntary turnover

The impact of energizing interactions on voluntary and involuntary turnover

Transformational leadership and burnout: The role of thriving and followers’ openness to experience.

The problem of employees' network centrality and supervisors' error in performance appraisal: A multilevel theory

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