Predicting well-being in managers: Test of a positive psychology model

Experiences in Work Relationships: A Measure of Attachment Strategies at work

Much of the burgeoning research on adult attachment in organizational settings has utilized assessment methods developed for personal social or social personal relationships contexts. Here, we propose and test a novel framework for assessing attachment orientations in the workplace, the Experiences in Work Relationships - Individual (EWR-I), based on a conceptualisation of the regulatory functions of attachment dynamics. Using data from two samples comprising early career starters and employees in the Czech Republic (N = 588 and N = 633) analyses confirmed the bifactorial structure of the new scale corresponding to: 'interpersonal hyperactivation' (involving emotional instability, negative emotionality and lack of appreciation in work relationships) and a second factor termed 'interpersonal deactivation' (involving distancing from others and relationships at work, mistrust and inhibition of positive emotionality). Evidence of convergent and discriminant validity against general relational assessments of adult attachment, and predictive and construct validity against measures of workplace personality, organizational citizenship behavior and counterproductive work behavior further documented the nature and utility of the new scale. We argue that interpersonal hyperactivation and deactivation represent two distinct and measurable key components of attachment behavior dynamics at work.

Being Oneself and Doing Great

Abstract. The experience of authenticity is conducive to job performance. However, research has not examined the underlying mechanism. Additionally, knowledge about the antecedents of authenticity is limited, and research findings regarding the relationship between authenticity and work outcomes are exclusively at the between-person level. To advance the research on authenticity at work, the current study investigated the motivation process through which authenticity influences job performance and examined the role of supportive leadership in facilitating authenticity. We tested the hypotheses at both the between-person and within-person levels and found convergent results. Autonomous motivation mediated the positive relationship between authenticity and task performance/work proactivity, and supportive leadership was found to positively predict authenticity. Theoretical implications and managerial suggestions are discussed.

The Authentic Moral Self: Dynamic Interplay between Perceived Authenticity and Moral Behaviors in the Workplace

Authentic experiences are deeply tied to human existential concerns and have implications for psychological well-being and optimal functioning. Importantly, previous studies suggest a mutually reinforcing relationship between authenticity and moral behaviors. The current research aims to extend this line of research to work-specific contexts. We found, among two U.S. samples that (a) perceiving oneself as having behaved morally prompted feelings of authenticity at work (Study 1), (b) people who tried to be authentic (vs. be realistic or rational) were less willing to engage in immoral behaviors at workplace (Study 2), and among a Chinese sample that (c) daily fluctuations in morality and authenticity covaried with each other, both contributing positively to job satisfaction and meaning in work (Study 3). Together, the findings demonstrate a bidirectional relationship between moral behaviors and authenticity in the workplace.