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(p. 335) Index
(p. 335) Index
Note: The locators with “f” and “t” denotes a figure or table in that page.
AA Return to Love: Reflections on the Principles of a Course in Miracles, 254
Academy of Management Review, 314
Adaptive self-reflection, 42
Advancement, as factor in employee engagement, 127
Altruism, in moral courage, 271
American Psychologist, 7
“Anonymous” leadership, 96
Anxiety, of Generation Me-ers, 30–31
Authentic followership, 44
Authentic Happiness Coaching, 293
Authentic leadership development (ALD), 39–51
core positive psychological resources for, 42–44
described, 41–42
developmental readiness in, 42
foundational measure of, 46
generalizing across cultures, 48
reciprocal and reinforcing effects of, 44–46
self-awareness in, 41
self-reflection in, 41–42
trigger events in, 41
Authentic leadership development (ALD), in PsyCap, 279
Authentic Leadership Questionnaire (ALQ), 46–47
B
components of, 46–47
construct validity of, empirical evidence for, 47
Balanced Experiential Inquiry, 87
Balanced processing, in ALD, 46
Bem Sex-Role Inventory, 32
Benefit(s)
individual, 136–37
job-related, as factor in employee engagement, 126–27
organizational, 137
Best Self Introduction, 293–94
Boundary(ies)
Boundary integration, 202
Boundary management research, for organizations, implications of, 204–5
Boundary separation/segmentation, 202
Boundary theory, 202
Bravery, in moral courage, 270
Broaden-and-build positive psychological perspective, of Fredrickson, 145–47
“Building a Values-Driven Organization: A Whole-System Approach to Cultural Transformation”, 256–57
Bullying. See also Workplace bullying
defined, 266
organizational, moral courage in response to, 265–76. See also Workplace bullying, moral courage in response to
organizational context of, 266
workplace, moral courage in response to, 265–76. See also Workplace bullying, moral courage in response to
Business Process Re-engineering, 73
Business Week, 27
Business Week Customer Service Champs awards, 59
C
“Calling,” 161
Cardiovascular health, PWB and, 147–50
Career-management strategies, 21–22
Carondelet Health Network, 18
Case Western Reserve University, Weatherhead School of Management at, 331
Census Bureau, 15
Center for Business, as Agent of World Benefit, 331
Center for Positive Organizational Scholarship (CPOS), at University of Michigan's Ross School of Business, 251
CH2M Hill, 61
Challenge, in positive engagement model, 161
“Challenging the Process,” 253
Change
balance and, 75
behaviors associated with, 70–71
complexity and, 68
failure in effective management of, studies of, 68
positive emotions and, 75
research insights in, applications of, 76–79
understanding of, positive psychology in, 73–75
Character
focus on, as leadership strength, 96
Character strengths, mindfulness and, 193
“Characteristics of Admired Leaders,” 97
Chartered Management Institute (CMI), 95–97
Childcare, on-site, in facilitation of work-life balance, 206
CIPD study, 161
City Year Youth Service Corps, 59
Clifton StrengthsFinder profile, 100
Climate, family-friendly, in facilitation of work-life balance, 206–7
CMI. See Chartered Management Institute (CMI)
Coaching
developmental, 177
executive, general effectiveness of, evidence for, 178–79
external, defined, 176–77
goal striving in, 180
mindfulness and, 194–95
performance, 177
to promote flourishing workforce, 175–88
self-concordance and, 180
skills, 177
well-being in, 180
Cognitive broadening, 87–88
Cognitive restructuring, examples of, 150–51
Collective resourcefulness, described, 54
Community, strong building of, transformative cooperation and, 90
Compassion, in moral courage, 271
Compensation, described, 207
Complexity, change and, 68
Composition, defined, 150
Comprehension, 133
Compressed workweek, in facilitation of work-life balance, 205–6
Conference Board, 158
Confidence, defined, 43
Control, locus of, change in, of Generation Me, 30–31
Core positive psychological resources, for ALD, 42–44
Core Q, 217
Corporate Leadership Council, 164–65
Corporate responsibility, 90
Courage, moral. See Moral courage
Culture(s), as factor in ALD, 48
Customer(s), focusing on, as leadership strength, 96
CVF. See Competing Values Framework (CVF)
Cynicism, of young worker in global age, 308
D
Decision-making, ethical, in HRM, 267–68
Deficit approach, 4–5
Department for Work and Pensions, 189
Department of Health, 189
Department of Trade and Industry (DTI), of Britain, 95–97
De-polarizing, of leader's way of operating, 114
Depression, of Generation Me-ers, 30–31
Design, 157
Development, learning and, positive psychology, HR, and, 326–27
Developmental coaching, 177
Developmental readiness, in ALD, 42
Disciplined approach, as leadership strength, 102
E
E-commerce, technology and, 14–15
EEG. See Electroencephalogram (EEG)
Efficacy, ethical, in moral courage, 270
Elder(s), disrespect toward, by Generations X and Me, 20–21
Elderly, per cent of population, 16
Electroencephalogram (EEG), in PWB determination, 144
Emotion(s), positive. See Positive emotion(s)
Employee(s)
individual, positive psychology and, 330–31
well-being of, in organizational research, 143–54. See also Psychological well-being (PWB), of employees
Employee engagement, 122
problems associated with, 128–29
research related to, 129
strategies for, in POS system, 257
in strengths development, 217–18
Employee well-being, in organizational research, 143–54. See also Psychological well-being (PWB), of employees
Empowering others, as leadership strength, 96
Enabler(s), of positive strategies, 56–62, 57f. See also Competing Values Framework (CVF); Positive strategies, enablers of
Engagement. See also Positive engagement
concept of, 156
described, 156
driving, 165–66
external drivers of, 166–69
internal drivers of, 167–69
measuring of, 162–63
in organizations, moderating of, 124–25
roots of, 156–58
“Engagement Equation,” 165–66
Enjoyment, in positive engagement model, 160–61
Environment(s), positive work, for individuals and organizations, 119–72
Essay Concerning Human Understanding, 144
Ethical decision-making, in HRM, 267–68
Ethical efficacy, in moral courage, 270
Eudaimonia, 144
Europe, baby-boomer retirements in, 18
Executive coaching, general effectiveness of, evidence for, 178–79
Expectation(s), high, of Generation Me, 27–29
Experience, as leadership strength, 100–1
Exposed weaknesses, 325
External coaching, defined, 176–77
External drivers of engagement, 166–69
F
Facilitated Learning Opportunity (FLO), 289
Family-friendly climate, in work-life balance, 206–7
Federation of European Employers, 121
Female(s), in work force, 16
Financial Times, 28
Finland, baby-boomer retirements in, 18
Flextime, in facilitation of work-life balance, 205
FLO: Mirroring the Positive Workplace, 298
Flourishing
promoting of, positive psychology in, 183–84
Followership, authentic, 44
Frankfurt School of Critical Theory, 316
Freedom, moral, of young worker in global age, 305
G
Gallup meta-analysis studies, engagement and turnover in, 122–25
Gallup poll, on Who took better advantage of change in your industry over the past 10 years—newcomers, traditional competitors, or your own company?”, 14
Gallup Workplace Audit, 327
Generation(s), global distribution of, 18–19
Generation Me (Generation Y), 7, 19
anxiety in, 30–31
change in locus of control of, impact on beliefs about work, 30–31
changing world of work and, 25–35
defined, 25
depression of, 30–31
disrespect of elders by, 20–21
high expectations of, 27–29
lack of strong work ethic of, 20
narcissism of, 27
as narcissists, 27
need for social approval by, changes in, 29–30
personalities of, changes in, 31–32
prefer to go it alone by, 21
self-esteem among, 27
self-focused traits of, 27–29
women's roles of, changes in, 31–32
work ethic of, 20
work values of, 32–33
Generation X, 16, 19, 25
disrespect of elders by, 20–21
lack of strong work ethic of, 20
prefer to go it alone by, 21
work ethic of, 20
Generation Y. See Generation Me
Generations at Work, 26
GLAT. See Google Lab Aptitude Test (GLAT)
Global Assessment of Functioning Scale, 182–83
Global distribution of generations, 18–19
Global Leadership Institute, 39
Goal striving
languishing-flourishing model of, 180–83. See also Languishing-flourishing model, of goal striving and mental health
model of, 175–88
Going it alone, by Generations X and Me, 21
Good, positive leadership, defined, 39
GoodWork Project, 302–8
changing contexts, 308–9
cynicism, 308
described, 302–3
future directions, 309
idealism, 308
lack of mentorship, 305–6
misdirected goals, 305
moral freedom, 305
pragmatism, 308
pressures and current issues for young adults, 304
responsibility of, 304–5
youth development in, 303–4
GoodWork Toolkit, described, 306–8
Google Lab Aptitude Test (GLAT), 58
Grand Mean, 217–18
Great Depression, 31
Group(s), humans in, 236
(p. 338)
H
Handbook of Positive Psychology, 314
“Happiness” formula, 165–66
Happy-Productive Worker Thesis, 151
HayGroup, 162
“Health, Work and Well-Being” strategy, 189–90
Health and Safety Executive, 189
Heritability, leadership and, 40
High expectations, of Generation Me, 27–29
High quality connections (HQCs), in POS system, 258
Hispanics, in work force, 16
“Homo sentimentalis,” at work, positivity and, 315–17
HQCs. See High quality connections (HQCs)
HR See Human resources (HR)
HRM. See Human Resource Management (HRM)
HRPs. See Human Resource Practitioners (HRPs)
Human(s), in groups, 236
Human capital, emerging challenges, 17–18
Human resource(s) (HR), positive psychology and, 326–27
Human Resource Practitioners (HRPs), 265
I
Ideal Workplace individual assignment, 295–96
Idealism, of young worker in global age, 308
ILT. See Inspirational Leadership Tool (ILT)
Imposter phenomenon, 113
“In Praise of the Incomplete Leader,” 97
Individual(s)
benefits for, 136–37
benefits of engaging in meaningful work by, 131–42
leave companies vs. leave managers, 127–28
positive work environments for, 119–72
Individual betterment, strategies to enhance, 150–51
Individual employees, positive psychology and, 330–31
Information Age, 28
“Informed opportunist,” 21
Input-Process-Output (IPO) model, positive, 235–49. See also Positive Input-Process-Output (IPO) model
Integration, boundary, 202
Integrity, in moral courage, 271
Intentional non-striving, 181
Interest, in job, as factor in employee engagement, 126
Internal drivers of engagement, 167–69
Internal workplace coaching, defined, 176
Internalized moral perspective, in ALD, 46–47
Ipsos MORI survey, 103
I/Q psychology, 5
J
Job fit, as factor in employee engagement, 126
Job involvement, defined, 156–57
Job satisfaction, 157
Journal of Occupational Health Psychology, 277
Jungian theory, 114
K
Kindness, in moral courage, 271
Knowledge-transfer programs, 18
L
Languishing-flourishing model
of goal striving and mental health, 180–83
of workplace coaching, toward, 179–80
Leader(s)
lacking knowledge of strengths by, 108
need for mirror held up to their strengths by, 108–9
positive feedback needs of, 107–9
positive psychology of, 107–17, 327–28
assess for lopsided leadership, 113–14
challenges faced by, 109–10
how strengths become weaknesses, 110
resistance to positive feedback, 109–10
de-polarize leader's way of operating, 114
research and practice suggestions, 114
temper leader's strengths when overused, 112
temper overplayed strengths by internalizing strengths, 112–13
Leadership
“anonymous,” 96
behaviors and practices related to, 75–76
good, positive, defined, 39
heritability and, 40
interventions related to, 40–41
lopsided, assess for, 113–14
meaning and, 137–38
organizational, positive, 37–117
Leadership strengths, 95–105
disciplined approach as, 102
empowering others, 96
focus on character, 96
focusing on customers, 96
future research related to, questions related to, 102
identification of, 100
lack of knowledge by leaders, 108
overplayed, tempering of, 112–13
passion as, 101
positive psychological perspective for understanding, 98–99
taming “fatal” flaws in, 101–2
tempering when overused, 112
Leadership Versatility Index, 111–14
Leadership Versatility Index 360-degree feedback survey, 107
Learning and development, positive psychology, HR, and, 326–27
Locus of control, change in, of Generation Me, 30–31
M
Making the Impossible Possible, 256
Maladaptive self-reflection, 42
Malcolm Baldridge National Quality Award in Health Care, 62
Management and the Worker, 148
Managing Generation X, 26
Mature personality, 134–35
Meaningful work, individual and organizational benefits of engaging in, 131–42. See also Work, as meaning
Measuring, in positive engagement model, 162–63
Mental health
described, 179
of goal striving and mental health, 180–83. See also Languishing-flourishing model, of goal striving and mental health
model of, 175–88
Mental illness, described, 179
Mentorship, lack of, of young worker in global age, 305–6
Mindful Attention Awareness Scale, 193
Mindfulness
applied positive psychology, 192–95
character strengths and, 193
coaching and, 194–95
described, 192
flow and, 192–93
learned optimism and, 193
stress reduction and, 194
time perspective and, 193–94
in transformative cooperation, 82
Mindfulness Based Stress Reduction (MBSR), 194
Minnesota Multiphasic Personality Inventory, 31
Moral courage
components of, 270–71
in response to workplace bullying, 265–76. See also Workplace bullying, moral courage in response to
Moral freedom, of young worker in global age, 305
Moral perspective, internalized, in ALD, 46–47
Motivation, workplace, 157
Myers Briggs Type Indicator Form M, in positive workplace, 292
N
Narcissism, among Generation Me, 27
Narcissist(s), described, 27
Narcissistic Personality Inventory, 26
Narrative Report for Organizations, in positive workplace, 292
Negative deviance, described, 54
Negativity, necessity of, 317–18
Nicomachean Ethics, 144
Non-striving, intentional, 181
O
Occupational psychology, 5
Older workers, finding and keeping, challenges related to, 18
On-site childcare, in facilitation of work-life balance, 206
Operari, defined, 82
Optimism
in moral courage, 271
Optimization, described, 207
Organization(s). See also Employee engagement
benefits of, 126–27
boundary management research for, implications of, 204–5
demographic changes and impacts on, 15–17
engaging in meaningful work by, benefits of, 131–42
to facilitate work-life balance, 205–7
interest/job fit in, 126
joining, 122
moderating engagement and turnover in, 124–25
pay of, 126–27
people leaving, 127–28
positive. See Positive organizations
positive psychology in, described, 324
positive work environments for, 119–72
problems associated with, 128–29
psychology of joining, staying in, and learning in, 121–30
research related to, 129
therapeutic, tyranny of wellness in, 318–19
values-driven, in POS system, 256–57
Organization for Economic Cooperation and Development (OECD), 18
Organizational benefits, 137
Organizational bullying, moral courage in response to, 265–76. See also Workplace bullying, moral courage in response to
Organizational citizenship behavior (OCB), 156
Organizational development and change (ODC), strengths-based, 81–82
Organizational engagement strategy, development of, 169
Organizational health, strategies to enhance, 150–51
Organizational leadership, positive, 37–117
Organizational support, perceived, 30
Organizational virtuousness, in POS system, 257
(p. 340)
P
Passion, as leadership strength, 101
Pay, as factor in employee engagement, 126–27
Perceived organizational support, 30
Performance coaching, 177
“Personal Mastery,” 253
Positive approaches, in world of work, emergence of, 6–7
Positive connections, 251
Positive emotion(s), 251, 255
benefits of, 83–84
broaden-and-build theory of, 83–84
favorable outcomes associated with, 83
Positive engagement. See also Engagement
driving, 165–66
from employee engagement to workplace happiness, 155–72
external drivers of, 166–69
internal drivers of, 167–69
measuring of, 162–63
Positive Input-Process-Output (IPO) model, 235–49
Positive organization(s)
building of, 323–33
models for, 233–98
positive psychology and, 331
toward, 102–3
Positive organizational leadership, 37–117
Positive Organizational Scholarship (POS), 53–65, 328
Positive outcomes, work-family facilitation and, 209
Positive Practices Assessment, 257
Positive psychological capital (PsyCap), 278–79
Positive psychological perspective, broaden-and-build, of Fredrickson, 145–47
Positive psychological resources, for ALD, 42–44
Positive psychology. See also Character, strengths of
applied, mindfulness as, 192–95
applied to work, 99–100
Appreciative Inquiry in, 74–75
change and, 67–80
in changing world of work, 11–35
critiques of, 313–22
HR and, 326–27
individual employees and, 330–31
language of, in workplace, 290
of managers, 328–30
in organizations, described, 324
positive organizations and, 331
to promote flourishing, 183–84
to promote flourishing workforce, 175–88
in understanding change success, 73–75
in understanding leadership strengths, 98–99
work-family facilitation and, 208
in workplace, making case for, 290
Positive Psychology in Practice, 7
Positive relations, 255
Positive tensions, in POS system, 257–58
Positive work environments, for individuals and organizations, 119–72
Positive working life, enabling of, 173–231
Positive workplace
audiences for, 291
business case for, 291
corporate structure, 295
development of, 290
fieldwork for, experiences and learning from, 296–97
future directions in, 297
ideal workplace, individual and team assignments at University of Maryland, 295–96
mirroring of, 291–92
self-assessment in, 292–93
Positivity, “homo sentimentalis” at work and, 315–17
Postemotionality, 317–18
Practice(s), leadership, 75–76
Pragmatism, of young worker in global age, 308
Problem-solving approach, described, 4–5
Productivity, strengths development in workplace and, 218
Profitability, strengths development in workplace and, 218
PsyCap. See Psychological capital (PsyCap)
Psychological capital (PsyCap)
application of, challenges facing, 279–81
defined, 278
positive, background of, 278–79
recent developments in, 279
research related to, challenges facing, 279–81
theory of, challenges facing, 279–81
Psychological Capital Assessment, 293
Psychological Capital Questionnaire (PCQ), 279
Psychological well-being (PWB)
cardiovascular health and, 147–50
characteristics of, 144
defined, 143–45
of employees
EEG measurement in, 144
future research directions related to, 151
in organizational research, 143–54
strategies to enhance individual betterment and organizational health, 150–51
in workplace, 145
Purpose, 133–34
PWB. See Psychological well-being (PWB)
Pygmalion research, 40
Q
Q12, 123
Question of Character, 257
R
Rainmaker Thinking, 20
Rasmussen survey, 103
Readiness, developmental, in ALD, 42
Realized strengths, 325
Reflected Best Self Exercise, 293
Relation(s), positive, 255
Relational transparency, in ALD, 47
Relationship building, 88–90
Research
boundary management, for organizations, implications of, 204–5
change-related, applications of, 76–79
Pygmalion, 40
Research and development, changes in, 14
Resiliency, defined, 278
Resourcefulness, collective, described, 54
Restructuring, cognitive, examples of, 150–51
Retail, changes in, 15
Ross School of Business, of University of Michigan, CPOS of, 251
S
Sarbanes-Oxley Act of 2002, 96
Self-assessments, in positive workplace, 292–93
Self-concordance, coaching and, 180
Self-esteem, among Generation Me, 27
Self-focused traits, of Generation Me, 27–29
Separation/segmentation, boundary, 202
Skills coaching, 177
Social approval, need for, by Generation Me, 29–30
Software development, changes in, 14–15
SSM Healthcare System, 62
State-Trait Anxiety Inventory, 26
Strategy(ies)
career-management, 21–22
core of, 54
positive, enablers of, 53–65. See also Positive strategies, enablers of; Positively deviant leadership
Strength(s). See also Leadership strengths
assessment of, Clifton StrengthsFinder in, 214–16
character
mindfulness and, 193
work satisfaction related to, 221–31. See also Character, strengths of, work satisfaction related to
described, 213–14
realized, 325
unrealized, 325
Strengthening the World, 331
Strengths development
Clifton StrengthsFinder in, 215–16
Strengths-based approach, in POS system, 256
Strengths-based ODC, 81–82
Stress reduction, mindfulness and, 194
“Succession planning,” 16–17
T
Tacit knowledge, 21
Team Ideal Workplace assignment, 295–96
Technology, e-commerce and, 14–15
Telecommunications, changes in, 15
Telecommuting, in facilitation of work-life balance, 206
Tension(s), positive, in POS system, 257–58
The Effective Executive, 6
The Human Side of Enterprise, 6
The Reflected Best-Self Instrument, 256
The Structure of Scientific Revolutions, 6
The Xers and the Boomers, 27
Three Approaches to Happiness assessment, in positive workplace, 292
Time perspective, mindfulness and, 193–94
Traditionalists, defined, 25
Training, defined, 150
Transactional jobs, 21
Transformation, cooperation and, 82–83
Transformational jobs, 21
Transformative cooperation
building strong community and, 90
cognitive broadening and, 87–88
defined, 83
described, 82–83
future research for, 90–91
implications of, 90–91
mindfulness in, 82
positive emotion(s) and, 83–84
relationship building and, 88–90
working positively toward, 81–94
Trigger events, in ALD, 41
“Triple bottom line,” 4
20% work rule, basis of, 60
21st century, work changes in, 13–14
U
Unexposed weaknesses, 325
University of Maryland, individual and team assignments at, 295–96
University of Michigan, Ross School of Business of, CPOS of, 251
Unrealized strengths, 325
U.S. Department of Energy, 3
Utrecht Work Engagement Scale (UWES), 162
UWES. See Utrecht Work Engagement Scale (UWES)
V
Values in Action (VIA) Classification of Strengths, 8
Values in Action (VIA) Initiative, 222
Values in Action (VIA) Inventory of Strengths, in positive workplace, 292–94
Values in Action (VIA) Project, 222–23
Values in Action (VIA) Strengths (VIA-IS), 224
Values in Action (VIA) Strengths (VIA-IS) Inventory for Business, 298
Values in Action (VIA) strengths of character, 221–23
Values-driven organization, in POS system, 256–57
VIA. See Values in Action (VIA)
Virtuousness, organizational, in POS system, 257
VIA-IS. See Values in Action (VIA) Strengths (VIA-IS)
Vocation, defined, 132
W
W2C. See Welfare-to-Career (W2C)
Watergate, 25
Weatherhead School of Management, at Case Western Reserve University, 331
Welfare-to-Career (W2C), 56
Well-being
coaching and, 180
“Whither Industrial and Organizational Psychology in a Changing World of Work?”, 7
Who took better advantage of change in your industry over the past 10 years—newcomers, traditional competitors, or your own company?”, Gallup poll on, 14
Women's role, of Generation Me-ers, changes in, 31–32
Work
change in locus of control effects on, 30–31
changing world of, 13–23
baby-boomer retirements in Europe (Finland), 18
career-management strategies, 21–22
demographics changes, 15–17
emerging human capital challenges, demographic changes, and knowledge management, 17–18
finding and keeping older workers, 18
global demand exceeds supply of people with needed skills, 17
global distribution of generations, 18–19
positive psychology in, 11–35
similarities in values across generations, 20–21
technology and e-commerce, 14–15
in 21st century, 13–14
types of new jobs being created, 21
concept of, negative connotations related to, 155
generational differences impact on, 26
“homo sentimentalis” at, positivity and, 315–17
as meaning, 131–42
comprehension, 133
fostering of, 138
historical and conceptual context of, 132–34
purpose, 133–34
meaningful, individual and organizational benefits of engaging in, 131–42. See also Work, as meaning
meaningfulness at, 133
meaningfulness in, 133
positive approaches in world of, emergence of, 6–7
positive environments for, for individuals and organizations, 119–72
positive psychology applied to, 99–100
strengths of character effects on, 221–31. See also Character, strengths of, work satisfaction related to
tangible products of, 132
Work ethic, of Generations X and Me, 20
Work force, members of, 16
Work life, positive, enabling of, 173–231
Work values, of Generation Me-ers, 32–33
Work-family facilitation, 201–12. See also Work-family conflict; Work-life balance
models of, 208–9
positive outcomes and, 209
positive psychology and, 208
Working positively, toward, 102–3
“Working self-concept,” 41
Work-life balance, 201–12. See also Work-family conflict; Work-family facilitation
facilitation of, organizational initiatives in, 205–7
compressed workweek, 205–6
family-friendly climate, 206–7
flextime, 205
on-site childcare, 206
telecommuting, 206
individual coping strategies for achieving, 207–8
Workplace
coaching in. See Workplace coaching
energizing, 258
formality of, need for changes in, by Generation Me, 29–30
positive. See Positive workplace
PWB in, 145
Workplace bullying
described, 265–66
ethical decision-making in, 267–68
organizational context of, 266
Workplace coaching. See Coaching, in workplace
Workplace motivation, 157
Workweek, compressed, in facilitation of work-life balance, 205–6
Y
Young worker, in global age, 301–11. See also GoodWork Project
changing contexts of, 308–9
cynicism of, 308
future directions for, 309
idealism of, 308
lack of mentorship of, 305–6
misdirected goals of, 305
moral freedom of, 305
pragmatism of, 308
pressures and current issues for, 304
responsibility of, 304–5
