Thriving at work: Toward its measurement, construct validation, and theoretical refinement

Porath, Christine L.; Spreitzer, Gretchen M.; Gibson, Cristina B.; Garnett, Flannery G.

doi:10.1002/job.756

Cited by 728 publications

(1,180 citation statements)

References 94 publications

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“…Spreitzer, Porath and Gibson (2012) propose that the feelings of learning and vitality characteristic of thriving should counteract the development of burnout, which has received empirical support . In line with COR (Hobfoll, 1989(Hobfoll, , 2001) and Ten…”

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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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

View full text Add to dashboard Cite

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“…The constraints of the data collection also restricted our ability to collect data on other correlates of voluntary and involuntary turnover, including employee attitudes such as job satisfaction and organizational commitment. There are other variables that could be mediators of the energetic activation and turnover relationship such as thriving (Porath, Spreitzer, Gibson, & Garnett, 2012), self-efficacy (Bandura, 1977), and resilience (Luthans, 2002), these could be avenues for future research.…”

Section: Limitations and Future Researchmentioning

confidence: 99%

The impact of energizing interactions on voluntary and involuntary turnover

Parker¹,

Gerbasi²

2016

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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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“…Com o objetivo de avaliar a prosperidade relacionada ao ambiente de trabalho, foi recentemente desenvolvida a Escala de Prosperidade no Trabalho (Porath, Spreitzer, Gibson, & Garnett, 2012). As pesquisas sobre esse fenômeno ainda são, entretanto, bastante escassas, especialmente no que diz respeito aos estudos nacionais destinados a buscar evidências de validade da referida escala.…”

Section: Revista Psicologia: Organizações E Trabalhounclassified

“…Com o objetivo específico de avaliar a prosperidade no ambiente de trabalho, Porath et al (2012) desenvolveram a Escala de Prosperidade no Trabalho. Em sua versão inicial, a escala continha 24 itens, distribuídos entre as dimensões de vitalidade (10 itens) e de aprendizagem (14 itens), a serem respondidos em escalas tipo Likert de sete pontos.…”

Section: A Prosperidade No Trabalho E Sua Mensuraçãounclassified

Características psicométricas da Escala de Prosperidade no Trabalho

Novaes¹,

Ferreira²,

Gabardo-Martins³

2017

Rev. Psicol., Organ. Trab.

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ResumoA prosperidade no trabalho consiste em um estado psicológico compreendido por componentes afetivos (vitalidade) e cognitivos (aprendizagem). O estudo avaliou a validade de estrutura interna, convergente e de consistência interna da Escala de Prosperidade no Trabalho. Participaram 804 trabalhadores, que responderam à versão inicial da escala, contendo 10 itens (5 para vitalidade e 5 para aprendizagem). Nas análises fatoriais confirmatórias, o modelo de melhor ajuste foi o de dois fatores de primeira ordem com um fator de segunda ordem, com a exclusão do item 8, o que confirmou o modelo original da escala. A escala obteve correlações positivas com os afetos positivos no trabalho, as avaliações autorreferentes e o desempenho no trabalho, e negativas, com a exaustão emocional e os afetos negativos dirigidos ao contexto do trabalho. Concluiu-se que a escala é um instrumento com evidências de validade adequadas, o que possibilita seu uso em situações futuras de pesquisa. Psychometric characteristics of the Scale of Thriving at WorkAbstract Thriving at work is a psychological state comprised of affective (vitality) and cognitive (learning) components. The study evaluated the internal structure, convergent validity, and internal consistency of the Scale of Thriving at Work. The participants were 804 workers who responded to the initial version of the scale, containing 10 items (5 for vitality and 5 for learning). In confirmatory factor analysis, the model with best fit had a first order structure with two factors and one second order factor, excluding item 8, which confirmed the scale's original model. The scale was positively correlated with positive affect at work, core self-evaluations, and job performance, and negatively correlated with emotional exhaustion and negative affect at work. It was concluded that the scale is an instrument with sufficient validity evidence, which allows for its use in future research settings. Características psicométricas de la Escala de la Prosperidad en el TrabajoResumen La prosperidad en el trabajo es un estado psicológico formado por componentes afectivos (vitalidad) y cognitivos (aprendizaje). Este estudio evaluó la validez de la estructura interna, convergente y la consistencia interna de la Escala de Prosperidad en el Trabajo. Participaron 804 trabajadores que respondieron a la versión inicial de la escala, con 10 ítems (5 para vitalidad y 5 para aprendizaje). En los análisis factoriales confirmatorios, el modelo de mejor ajuste fue el de dos factores primarios y un factor de segundo orden, con la exclusión del ítem 8, que confirmó el modelo original de la escala. La escala se correlacionó positivamente con los afectos positivos en el trabajo, las evaluaciones auto-referentes y el rendimiento en el trabajo; y negativamente con el agotamiento emocional y los afectos negativos destinados al contexto del trabajo. Se concluyó que la escala es un instrumento con evidencia de validez adecuado, lo que permite su uso en futuras situaciones de investigación.

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Thriving at work: Toward its measurement, construct validation, and theoretical refinement

Cited by 728 publications

References 94 publications

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

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

The impact of energizing interactions on voluntary and involuntary turnover

Características psicométricas da Escala de Prosperidade no Trabalho

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