Grit at work

Southwick, Daniel A.; Tsay, Chia-Jung; Duckworth, Angela

doi:10.1016/j.riob.2020.100126

Cited by 33 publications

(25 citation statements)

References 184 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…As a consequence, the organization will achieve sustainable better organizational performance, measured in superior retention (i.e. reduced voluntary employee turnover), higher work engagement and higher (financial) performance, that is, the hallmarks of an HPO (Dugan et al, 2019a;Mueller et al, 2017;Southwick et al, 2019;Suzuki et al, 2015). According to Dugan et al (2019b), approximately 60% of personality is determined by a person's environment, and personality can change well into an individual's 50s.…”

Section: Organizational Gritmentioning

confidence: 99%

See 1 more Smart Citation

How to stay high-performing: developing organizational grit

Waal

Burrell

Drake

et al. 2022

MBE

View full text Add to dashboard Cite

Purpose In the past decades, there has been much research into ways organizations can become high-performing. Research into ways organizations can stay high-performing, especially in challenging times, is much less prevalent. The purpose of this study is to look at ways that high-performance organizations (HPOs) use in practice to stay high-performing. Design/methodology/approach The approach of this study consisted of a qualitative matching of the theoretical ways organizations can foster organizational grit – strengthen stamina and resilience of employees to keep achieving results and to persevere in the face of setbacks – with the empirical ways three case organizations in practice used to stay high-performing. Findings The literature review yielded 9 ways to foster organizational grit, while the empirical research provided 12 ways HPOs used to stay high-performing. What the literature highlighted was matched in such a way that these practical ways to stay high-performing can be understood as solutions/alternatives with which to foster grit in the organization in a practical manner. Originality/value HPOs are quite rare and being able to follow them closely for a prolonged period of time is even more unique. Therefore, this study can be seen as adding a unique piece to the puzzle of how to stay HPO and how organizational grit can be fostered and strengthened.

show abstract

Section: Organizational Gritmentioning

confidence: 99%

“…the ability to influence others in the organization). Southwick et al (2019) stated that the following organizational traits can encourage sustained passion and perseverance (i.e. grit) in the workplace: leaders who are role models of sustained passion and perseverance and have an "authoritative" (i.e.…”

Section: Organizational Gritmentioning

confidence: 99%

How to stay high-performing: developing organizational grit

Waal

Burrell

Drake

et al. 2022

MBE

View full text Add to dashboard Cite

show abstract

“…The need for grit to be integrated within a conceptualised framework has been ongoing in recent times ( Jordan et al, 2019 ; Kim et al, 2021 ; Sudina and Plonsky, 2021 ; de Waal et al, 2022 ) but has left a gap in addressing the well-being and occupational health of employees from the lens of transpersonal psychology. Previous research on conceptualising grit include an attempt by Southwick et al (2019) to provide the organisational antecedents of grit, namely leadership, culture and job design with the consequences of employee retention, engagement and job performance. The present research has furthered the work of the former researchers on grit, by acknowledging employee welfare from a broader lens by focusing attention on metacognitive, flow experiences and inculcating empathy and optimism, to sustain the pressures of life.…”

Section: Discussionmentioning

confidence: 99%

Antecedents and Consequences of Grit Among Working Adults: A Transpersonal Psychology Perspective

2022

View full text Add to dashboard Cite

Positive psychology has paved the way for newer and more informed ideas of living a meaningful, integrated and well-rounded quality of living. The current era of the pandemic has also moulded the ways in which individuals perceive their quality of life and how they want to integrate a holistic approach towards their well-being. The workplace settings have seen tremendous changes in terms of how employers, employees and the organisations at large function and operate. The pre-pandemic concept of success has shifted its focus from hard work to developing grit among employees to increase the overall efficiency of the organisations. Grit has revolutionised the conventional standards of success, meaning in life and has impacted personal as well as occupational welfare. This integration of positive psychology and transpersonal psychology has catalysed the purpose for the current study. To help organisations and individuals thrive in their professional endeavours at the workplace and to provide them with relevant psychological tools to enhance their occupational growth, the present study has been conducted empirically to investigate the antecedents and consequences of grit among 209 working professionals in India. The results of this study indicate that the transpersonal capital of metacognition, flow, optimism and empathy have a significant role to play in developing grit among the participants. The findings have implications for enhancing job satisfaction and job performance of participants. The current research also provides a framework to organisations towards designing interventions for improving efficiency at the workplace.

show abstract

“…The aim of the present study was to examine the influence of personal resources (general and specific personality traits, emotional intelligence, and personal happiness) and contextual resources (work-related happiness and organizational climate) on employees' engagement with their work. The study has shown that, on the one hand, both personal and work-related resources have some kind of impact and are predictors of work engagement, with the balance tipped towards the personal factors (Bakker et al, 2011;Bakker & Oerlemans, 2019;Laguna et al, 2017;Lisbona et al, 2018;Martos Martínez et al, 2021) and, on the other hand, that organizational components play a moderating role between certain personal variables and a person's engagement (Quiñones et al, 2013;Southwick et al, 2019).…”

Section: Discussionmentioning

confidence: 99%

“…A person with an ambitious perception of themselves when they do things, who works hard, who is responsible and who puts forward new ideas and suggestions, who works autonomously and independently, and who has high tolerance to adversity is someone who will engage with their work. However, if this person finds themselves in a hostile, unstimulating work environment, this engagement may be weakened by the organizational climate, in which they may perform worse, or even give up altogether if the opportunity arises (Henares-Montiel et al, 2021;Sora et al, 2021;Southwick et al, 2019).…”

Section: Discussionmentioning

confidence: 99%