Positive Social Interactions and the Human Body at Work: Linking Organizations and Physiology

Heaphy, Emily; Dutton, Jane E.

doi:10.2139/ssrn.940079

Cited by 19 publications

(19 citation statements)

References 146 publications

(59 reference statements)

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“…Research also suggest that climates that are innovative and open to diverse connections tend to foster a sense of energy and vitality (Dutton & Heaphy, 2003) and as such are more likely to support, motivate, and engaged individuals (Heaphy & Dutton, 2008). These more connected actors may be more willing to interact with one another in exchanging resources (Heaphy & Dutton, 2008).…”

Section: Innovative Climate (Ic)mentioning

confidence: 99%

Social Red Bull: Exploring Energy Relationships in a School District Leadership Team

Daly

Liou

Brown

2016

Harvard Educational Review

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Educational leaders have long been expected to be not only effective leaders, but also motivators who can move change efforts forward. Although there has been attention paid to the role of "effective" leaders, much less work has contributed to "affective" relations between and among educational leaders. In this study we explore the idea of positive affective arousal through "energy relationships" between and among a district leadership team. "Energizers" in social systems have been associated with positive individual and organizational outcomes, but are rarely studied in education. Drawing on theories of social networks and using multilevel network modeling, findings suggest that perceptions of job satisfaction, innovative climate, and leader efficacy, as well as work experience and gender help explain the likelihood of sending, receiving, and sharing energy relationships. Implications are discussed.

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Section: Innovative Climate (Ic)mentioning

confidence: 99%

Social Red Bull: Exploring Energy Relationships in a School District Leadership Team

Daly

Liou

Brown

2016

Harvard Educational Review

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“…A very different theoretical route would be to explore how high-quality relationships physiologically strengthen individuals, resulting in a very different kind of resourcefulness that could contribute to more extensive learning behaviours (Heaphy and Dutton, 2008).…”

Section: Theoretical Contributionsmentioning

confidence: 99%

Learning behaviours in the workplace: The role of high‐quality interpersonal relationships and psychological safety

2008

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Organizational learning is an important means for improving performance. Learning is a process, that is, often relational in the sense of relying on interactions between people to determine what needs improving and how to do it. This study addresses the question of how the quality of work relationships facilitates learning behaviours in organizations through the ways it contributes to psychological safety. Data collected from 212 part-time students who hold full-time jobs in organizations operating in a wide variety of industries show that capacities of high-quality relationships (measured at time 1) are positively associated with psychological safety, which, in turn, are related to higher levels of learning behaviours (measured at time 2). The results also show that experiences of high-quality relationships (measured at time 1) are both directly and indirectly (through psychological safety) associated with learning behaviours (measured at time 2). These findings shed light on the importance of quality relationships in the workplace for cultivating and developing perceptions of psychological safety and ultimately learning behaviours in organizations.

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“…Bu araştırmaların sonuçlarına göre örgüt tarafından dışlandığını düşünen bireylerde bir takım fizyolojik ve psikolojik sorunlar olmaktadır (Thau, Aquino, Marijin Poortvliet, 2007;Gomez et al,2011). Bu rahatsızlıklar arasında işten ayrılma eğilimi, düşük performans, duygusal çöküntü, depresyon, kaygı, baş ağrısı ve kalp rahatsızlıkları yer almaktadır (Heaphy and Dutton, 2008) Örgütsel dışlanma aynı zamanda örgüte de ciddi bir takım zararlar vermektedir. Örgütsel dışlanma sırasında örgütte bilgi akışının sekteye uğraması, organize hareket edememe, örgüt içindeki bireylerin birbirlerine misilleme yapması gibi sorunlar tespit edilmiştir.…”

Section: öRgütsel Dışlanmaunclassified

Investigation of the mediator effect of organizatıonal justice in the relationship between psychological contracting violations and organizational externality on job satisfaction

Artar¹,

Adıgüzel²,

Erdil³

2017

Pressacademia

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Objective-The relationship between organizational justice and job satisfaction is investigated in our work, especially when organizational exclusion and psychological contract violations have been experienced by occupations. Methodology-The study's survey was applied to 258 white-collar employees of 5 high-performance firms operating in the production sector in Turkey in 2017. The data obtained from the questionnaires were analyzed by SPSS statistical package software. Findings-Organizational exclusion and psychological contract violations affect organizational justice, and organizational justice has increased the level of job satisfaction in institutions. In organizations where organizational justice exists, it appears that employees show positive attitudes and that employees are more willing to carry out the goals and objectives of the organization when they are treated fairly. Conclusion-Psychological contract violation and organizational exclusion are related with job satisfaction. In additional, organizational justice mediate the relationship between psychological contract violation and organizational exclusion.

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Positive Social Interactions and the Human Body at Work: Linking Organizations and Physiology

Cited by 19 publications

References 146 publications

Social Red Bull: Exploring Energy Relationships in a School District Leadership Team

Social Red Bull: Exploring Energy Relationships in a School District Leadership Team

Learning behaviours in the workplace: The role of high‐quality interpersonal relationships and psychological safety

Investigation of the mediator effect of organizatıonal justice in the relationship between psychological contracting violations and organizational externality on job satisfaction

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