Perceptions of Organizational Virtuousness and Happiness as Predictors of Organizational Citizenship Behaviors

Rego, Arménio; Ribeiro, Neuza; Cunha, Miguel Piña e

doi:10.1007/s10551-009-0197-7

Cited by 190 publications

(228 citation statements)

References 102 publications

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“…First, virtuousness is seldom associated with leadership and almost never with organizations. Second, very few studies have been conducted in which virtuousness is investigated empirically (Rego et al 2010;Den Hartog and De Hoogh 2009;Bright et al 2006;Sison 2006;Caza et al 2004;). …”

Section: The Meaning Of Virtuousness In Leadershipmentioning

confidence: 99%

Responsible Leadership as Virtuous Leadership

2011

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Section: The Meaning Of Virtuousness In Leadershipmentioning

confidence: 99%

Responsible Leadership as Virtuous Leadership

2011

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“…Contudo, no modelo factorial de primeira ordem, as 5 dimensões de LA apresentavam-se fortemente correlacionas indicando a existência de uma variável ou factor latente (Marôco, 2014). As comunalidades entre as 5 dimensões do BEA justificam considerar o BEA como um construto de segunda ordem, em vez de considerar as suas dimensões separadamente (Rego, Ribeiro, & Cunha, 2010).…”

Section: Liderança Autênticaunclassified

O Papel da Felicidade na Relação entre a Liderança Autêntica e Criatividade

Semedo¹,

Coelho²,

Ribeiro³

2016

iirh

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Resumo: O estilo de liderança pode influenciar os comportamentos e atitudes dos colaboradores. Nesta perspetiva, este estudo empírico investiga como a liderança autêntica explica a criatividade, tanto direta como indiretamente, através do efeito mediador do bem-estar afectivo. Participaram no estudo 543 colaboradores pertencentes a várias organizações públicas e privadas de Cabo Verde. Foi utlizado um modelo de equações estruturais para testar as hipóteses propostas. Os resultados mostram que as perceções de liderança autêntica predizem a criatividade dos colaboradores, tanto diretamente como através do papel mediador do bem-estar afectivo. Assim, os líderes autênticos podem melhorar a felicidade dos seus colaboradores que, por sua vez, estimula a criatividade. Estes resultados podem ajudar os gestores a perceber como aumentar a criatividade e a felicidade da sua força de trabalho através da autenticidade da sua liderança.Palavras-chave: Liderança autêntica; Criatividade; Felicidade.The role of happiness in the relationship between authentic leadership and creativity. The leadership style can influence attitudes and behaviours. In this perspective, the purpose of this empirical study is to investigate how authentic leadership predicts affective well-being and employees' creativity. The mediating role of affective well-being was analysed. A sample of 543 employees belonging to various public and private organizations in Cape Verde was collected. Structural equation modelling was used to test the proposed hypotheses. The results reveal that perceptions of authentic leadership predict employees' creativity both directly and through the mediating role of affective well-being. Authentic leaders nourish employees' happiness, thus leading to develop greater creativity. These results provide practitioners with possible routes to act in favour of a much happier and more creative workforce by the authenticity of leadership.Keywords: Authentic leadership; Creativity; Happiness. O elevado número de escândalos morais e financeiros associados a líderes pouco éticos fez surgir a necessidade de novas teorias de liderança. Uma corrente de pesquisa assente no comportamento de liderança ética tem fornecido valiosos contributos e destacado a sua importância no desempenho dos colaboradores, na satisfação no trabalho e no empenhamento afetivo (e.g., Kuo, 2013;Avey et al., 2011, Walumbwa, Luthans, Avey, & Oke, 2011. A liderança autêntica (LA) baseia-se no carácter moral do líder, na sua preocupação com os outros, e na congruência entre os seus valores éticos e as suas acções (Walumbwa, Avólio, Gardner, Werusing, & Peterson, 2008;Shahid, 2010). Embora a pesquisa sobre LA seja recente, vários estudos têm procurado conhecer melhor esta questão, assim como o seu impacto nas organizações e na vida dos colaboradores (e.g., Walumbwa, Wang, Wang, & Schaubroek, 2010;Wong, Spence, Laschinger, & Cummings, 2010; Gardner, Avólio, Luthans, May, & Walumbwa, 2011; Rego, Sousa, Cunha, Correia, & Saur-Amaral, 2013; Alok, 2014). A LA tem sido associada...

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“…Inspired by the positive organizational scholarship movement studies have reported relationships between the virtues of leaders and team performance (Palanski et al 2011), between organization -level virtues and organizational performance (Cameron, K.S., D. Bright and A. Caza 2004;Chun, R. 2005;Bright, D., K. Cameron and A. Caza, 2006) and between individual level character strengths and a range of outcomes including increased lifesatisfaction (Park et al 2004), organizational citizenship (Rego et al 2010), affective commitment (Rego et al 2011) and student performance in assessment (Peterson and Park 2006) to name but a few.…”

Section: Part One: Virtues Goods Practices and Institutionsmentioning

confidence: 99%

Managerial Work in a Practice-Embodying Institution: The Role of Calling, The Virtue of Constancy

Beadle

2013

J Bus Ethics

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This document may differ from the final, published version of the research and has been made available online in accordance with publisher policies. To read and/or cite from the published version of the research, please visit the publisher's website (a subscription may be required.)1 Managerial work in a practice-embodying institution -The role of calling, the virtue of constancy. ABSTRACTWhat can be learned from a small scale study of managerial work in a highly marginal and under-researched working community? This paper uses the "goods-virtues-practicesinstitutions" framework to examine the managerial work of owner-directors of traditional circuses. Inspired by MacIntyre"s arguments for the necessity of a narrative understanding of the virtues, interviews explored how British and Irish circus directors accounted for their working lives. A purposive sample was used to select subjects who had owned and managed traditional touring circuses for at least 15 years, a period in which the economic and reputational fortunes of traditional circuses have suffered badly. This sample enabled the research to examine the self-understanding of people who had, at least on the face of it, exhibited the virtue of constancy. The research contributes to our understanding of the role of the virtues in organizations by presenting evidence of an intimate relationship between the virtue of constancy and a "calling" work orientation. This enhances our understanding of the virtues that are required if management is exercised as a domain-related practice.

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Perceptions of Organizational Virtuousness and Happiness as Predictors of Organizational Citizenship Behaviors

Abstract: organizational virtuousness, psychological climate, affective well-being, happiness, organizational citizenship behaviors,

Cited by 190 publications

References 102 publications

Responsible Leadership as Virtuous Leadership

Responsible Leadership as Virtuous Leadership

O Papel da Felicidade na Relação entre a Liderança Autêntica e Criatividade

Managerial Work in a Practice-Embodying Institution: The Role of Calling, The Virtue of Constancy

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