Doctor of Philosophy / Department of Psychology / Clive J. A. Fullagar / Entrenched within the sphere of positive psychology, the present series of studies takes a progressive approach to understanding and furthering the practical application of constructs subsumed within the subfield of positive organizational behavior (POB). The progression begins with Study 1, which analyzes the factorial structure and psychometric footholds of the primary measurement instrument for Psychological Capital (PsyCap), one of the newer positive psychological constructs. This study suggested that both the measurement of this construct in addition to its factor structure may need to be reevaluated in order to best conceptualize the multifactorial nature of this variable. In turn, Study 2 involves resilience, one of the four aspects of PsyCap, and suggests that it may play an important role in molding employees’ work experiences. Specifically, Study 2 explores the relations between workload and eudaimonic and hedonic well-being over a two-week period, finding that workload is negatively related to eudaimonic well-being, but, interestingly, positively related to hedonic well-being. However, hypotheses suggesting that resilience and role salience may independently moderate workload’s relations with eudaimonic and hedonic well-being were not supported. Finally, recognizing the potential value of these positive psychological constructs (resilience and well-being in particular) for employers and employees alike, Study 3 aimed to develop interventions capable of increasing individuals’ positive personal resources, whereby they may enhance their ability to endure work challenges and even thrive in the face of such challenges. Findings indicated that the intervention targeting resilience did not result in significant differences between a control group and the intervention group. The intervention targeting well-being resulted in no differences in hedonic well-being, but did evidence differences on the personal growth aspect of eudaimonic well-being. Overall, these three studies taken together speak to the applicability of positive organizational behavior constructs in the workplace, and how such constructs might be enhanced in employees.

Submitted by Joana Azevedo (joanad@id.uff.br) on 2017-07-11T14:14:44Z No. of bitstreams: 1 Dissert Andréa Perez Corrêa.pdf: 4474805 bytes, checksum: 99bff722994fb17e0e2bac78d51cb56c (MD5) / Approved for entry into archive by Biblioteca da Escola de Engenharia (bee@ndc.uff.br) on 2017-07-11T17:58:01Z (GMT) No. of bitstreams: 1 Dissert Andréa Perez Corrêa.pdf: 4474805 bytes, checksum: 99bff722994fb17e0e2bac78d51cb56c (MD5) / Made available in DSpace on 2017-07-11T17:58:01Z (GMT). No. of bitstreams: 1 Dissert Andréa Perez Corrêa.pdf: 4474805 bytes, checksum: 99bff722994fb17e0e2bac78d51cb56c (MD5) Previous issue date: 2017-03-30 / Ainda é perceptível nos tempos atuais uma ausência de foco nos aspectos positivos dos indivíduos e uma atenção ainda concentrada numa modelagem de liderança voltada para saneamento de déficits de competências. Nesse contexto, as pesquisas da Psicologia Positiva surgem com seus métodos cientificamente rigorosos, aprofundando o estudo dos aspectos positivos das pessoas e sobre uma vida mais significativa e com maior bem-estar. Diante disso, a área do comportamento organizacional constata a possibilidade de migrar para seu arcabouço teórico as descobertas sobre os benefícios comprovados pela Psicologia Positiva e constrói a modelagem do Comportamento Organizacional Positivo, onde o capital psicológico positivo - PsyCap, com seus quatro componentes – esperança, otimismo, autoeficácia e resiliência- surgem como um desdobramento dos capitais do ambiente organizacional, colaborando com uma abordagem mais positiva no contexto do trabalho. Nesse cenário, o objetivo geral desse estudo é, no contexto organizacional brasileiro, mais especificamente na instituição pública Comissão Nacional de Energia Nuclear – CNEN, identificar qual a opinião dos servidores e terceirizados – líderes ou liderados - sobre os possíveis benefícios, que uma postura voltada para o foco e o desenvolvimento do PsyCap pode trazer para o trabalho, verificando se a teoria sobre o tema se confirma ou diverge ao final deste estudo. Para o atingimento deste objetivo, foi desenvolvida uma pesquisa exploratória, levando-se em consideração a embrionária aplicação do tema capital psicológico positivo no Brasil, o que permitiu uma análise do fenômeno de forma mais investigativa. Por meio de uma pesquisa on line, sugerida com participação voluntária ao universo de 2.959 servidores e terceirizados de todas as unidades da CNEN, foi aplicado questionário de pesquisa com perguntas elaboradas com base na revisão da literatura, tendo sido alcançada uma amostra de 232 respondentes. Os dados estatísticos permitiram chegar a resultados generalizáveis de que há uma percepção positiva por parte dos respondentes sobre a aplicabilidade do PsyCap, no que tange aos benefícios que podem trazer ao trabalho, sobre a geração de benefícios com a aplicação de uma intervenção/treinamento com essa temática e sobre a aptidão de lideres no trato de uma abordagem com PsyCap. Além disso, foram identificados os componentes individuais e do trabalho que podem favorecer o aumento dos índices do Psycap e como o índice de PsyCap dos líderes pode favorecer e em que termos o ambiente de trabalho em algumas variáveis. O presente estudo traz enorme contribuição para: uma possível aplicabilidade de iniciativas no ambiente organizacional da CNEN e provavelmente em outras instituições com perfil similar; conhecimento para a construção de um modelo de intervenção/treinamento customizada aos ambientes do serviço público federal que possam vir a ser generalizáveis em outras empresas com configuração distinta; a geração de novos conhecimentos sobre o PsyCap no contexto nacional e incentivo a novas pesquisas acadêmicas com a temática do PsyCap no Brasil. / A lack of focus on the positive aspects of individuals is still perceptible, and attention is still focused on leadership modeling, aimed at sanitizing skills deficits. In this context, Positive Psychology research emerges with its scientifically rigorous methods, deepening the study of positive aspects of people and a more meaningful and well-being life. Thus, the area of organizational behavior shows the possibility of migrating to its theoretical framework the findings about the benefits of Positive Psychology and builds the Positive Organizational Behavior modeling, where positive psychological capital - PsyCap, with its four components - hope, Optimism, self-efficacy, and resilience-emerged as an unfolding of the capitals of the organizational environment, collaborating with a more positive approach in the context of work. In this scenario, the general objective of this study is, in the Brazilian organizational context, more specifically in the public institution CNEN, to identify the opinion of the servers and outsourced - leaders or commanded - about the possible benefits that a posture focus and development of PsyCap can bring to the work, checking whether the theory on the topic is confirmed or diverges at the end of this study. To achieve this objective, an exploratory research was developed, taking into account the embryonic application of the positive psychological capital theme in Brazil, which allowed an analysis of the phenomenon in a more investigative way. Through an online survey, suggested with voluntary participation to the universe of 2,959 servers and outsourced of all the units of CNEN, a questionnaire of research was applied with questions elaborated based on the literature review, having been reached a sample of 232 respondents. The statistical data allowed us to reach generalizable results that there is a positive perception by the respondents about the applicability of PsyCap, regarding the benefits that can bring to work, about the generation of benefits with the application of an intervention / training with this And on the aptitude of leaders in dealing with a PsyCap approach. In addition, we identified the individual and work components that may favor the increase of the Psycap indexes and how the PsyCap index of the leaders can favor and in what terms the work environment in some variables. The present study presents a great help for: the possible applicability of initiatives in the organizational environment of CNEN and probably in other institutions with similar profile; Knowledge for the construction of a model of intervention / personalized training for the environments of the federal public service that can be generalizable in other companies with different configuration; The generation of new knowledge about PsyCap in the national context and the encouragement of new academic research with PsyCap in Brazil.

Organizations are looking for ways to have higher employee engagement and productive employees. A way that this may be accomplished is through Positive Organizational Behavior (POB) practices. There is a lack of knowledge surrounding the successes and failures of implementing a POB culture by human resource departments (HRDs). The purpose of this qualitative multiple case study design was to explore the influence POB practices have on HRDs. Specifically, the research helped to gain an understanding of how a POB strategy operates and affects HRDs. Items examined in the conceptual framework include a foundation in positive psychology theories and human resource (HR) theories. The elements of HRDs that can affect POB are culture, group dynamics, job design, and policies and procedures. The outputs of the system include employee morale, company profitability, employee productivity, and employee engagement. The research questions centered on discovering how HRDs achieve a POB culture based on their policies, procedures, funding, structure, and internal and external relationships. The research questions explored how a POB culture has affected the HRDs positively and negatively. Thirty-one participants' from13 different companies provided the data. The findings cause social change by providing HR professionals insight into POB practices that increase employees' job satisfaction, team productivity, and organizational profitability. The outcomes create social change by allowing individuals to have increased job and life satisfaction.

本研究旨在探討國民小學行政團隊的正向組織行為對團隊衝突管理之影響。本研究應用一個縱觀的研究設計來了解是否團隊正向心理的潛在影響，形成團隊成員之間的正向組織行為，進而影響其團隊衝突的型態及面對團隊衝突管理的方式，以期最終達成團隊良好的績效產出，提供教育人員重視正向組織行為，促進建立學校優質的行政團隊視野。 本研究採用問卷調查法，以桃園縣公立國民小學，共有187 所學校之教師兼行政人員為樣本母群體，採分層隨機抽樣，抽出781位受試者，回收有效問卷566份，所得資料分別以描述性統計、t考驗、單因子變異數分析及迴歸分等統計方法進行資料的分析與處理，以瞭解國民小學行政團隊的正向組織行為對團隊衝突管理之現況、差異情形及其預測力。研究結論如下： 一、桃園縣國民小學行政團隊正向組織行為之知覺現況屬中上程度，以「團隊效能」最高。 二、桃園縣國民小學行政團隊衝突型態以「任務衝突」居多。 三、桃園縣國民小學行政團隊衝突管理模式以「整合」占最多數。 四、年齡、現任職務、行政服務年資、學校歷史、教師兼行政人數等五個背景變項在團隊正向組織行為上有顯著差異，以「41歲以上」、「兼任主任職務者」、「行政服務年資16年以上」與「校齡在10年以下的大型學校」較高。 五、性別、年齡、現任職務等三個背景變項在團隊衝突型態上有顯著差異，「男性」、「兼任主任職務者」較傾向知覺任務衝突型態，「年輕者較年長者」傾向知覺關係衝突型態。 六、性別、年齡、最高學歷、現任職務、行政服務年資、學校歷史、教師兼行政人數等七個背景變項在團隊衝突管理模式上有顯著差異，「男性」、「學歷高者」、「兼任主任」傾向支配模式，「41歲以上」、「兼任主任」、「服務年資16年以上」、「在大型學校者」傾向整合模式或妥協模式，「校齡在10年以下」較傾向逃避模式，「41-50歲」、「兼任主任」且在「校齡10年以下的大型學校」較傾向退讓模式。 七、行政團隊正向組織行為與任務衝突有中度正相關。 八、行政團隊正向組織行為與關係衝突有低度負相關。 九、行政團隊正向組織行為與整合、退讓、妥協等衝突管理模式有中高度的正相關。 十、高任務高關係衝突型態之行政團隊的正向組織行為對五種衝突管理模式具顯著相關及預測力。其中以「團隊效能」對整合、逃避、退讓、妥協管理模式具有顯著正向預測力；「團隊恢復力」對整合、逃避、支配、退讓、妥協五種管理模式有顯著相關及預測力；另「團隊樂觀」對逃避、支配具有顯著負向預測力。 十一、高任務低關係衝突型態之行政團隊的正向組織行為對四種衝突管理模式具顯著相關及預測力。其中以「團隊效能」對整合管理模式具有顯著正向預測力，對逃避管理模式具有顯著負向預測力；「團隊恢復力」對整合、退讓、妥協管理模式有顯著相關及預測力；另「團隊樂觀」對退讓具有顯著正向預測力。 十二、低任務高關係衝突型態之行政團隊的正向組織行為對五種衝突管理模式具顯著相關及預測力。其中以「團隊效能」對整合、退讓、妥協管理模式具有顯著正向預測力；「團隊恢復力」對整合、逃避、妥協管理模式有顯著相關及預測力；另「團隊樂觀」對支配具有顯著負向預測力。 十三、低任務低關係衝突型態之行政團隊的正向組織行為對四種衝突管理模式具顯著相關及預測力。其中以「團隊效能」對整合、逃避、退讓、妥協管理模式具有顯著正向預測力；「團隊恢復力」對整合、退讓、妥協管理模式有顯著相關及預測力；「團隊樂觀」在此衝突型態下對衝突管理模式皆無預測力。 最後依據研究結果與結論，提出具體建議，以作為教育行政機關、行政團隊、以及未來研究的參考。 / The purpose of this study is to investigate the impact of Positive Organizational Behavior (POB) on conflict management in elementary school administration teams. This study focus on team level representations of the positive psychological capacities that have met the POB inclusion criteria, and which may have a influence on conflict management, the final to achieve good team performance outputs. A survey research was conducted using a sample of public elementary school administration teams in Taoyuan County Taiwan, excluding 781 teachers from 187 school administration teams were selected by stratified random sampling. 566 valid sample data collected was analyzed and processed with the methods of descriptive statistics, t-test, one-way ANOVA, multiple-regression analysis. The major findings of this study are as follows: 1. POB is above average, “Team Efficacy” ranks the top. 2. “Team task conflict” is the majority type of conflict. 3. “Integrating” is the majority conflict management style. 4. Five demographic variables, including age, position, total serving years, school history, team members amount, show significant differences in POB. Teachers who are older than 41, work as the chief of department, more than 16 total serving years, school history in 10 years and a large school, show higher perception of POB. 5. Three demographic variables, gender, age, position, show significant differences in conflict type. Teachers who are male, work as the chief of department, show higher perception of task conflict. Teachers who are younger than 51, show higher perception of relationship conflict. 6. Seven demographic variables, including gender, age, education, position, total serving years, school history, team members amount, show significant differences in conflict management style. 7. POB is positively related to task conflict. 8. POB is negatively related to relationship conflict. 9. POB is positively related to integrating, obliging and compromising. 10. In high-high combinations of task and relationship conflict, “Team Efficacy” has positive direct effect on integrating, avoiding, obliging and compromising. “Team Resilience” has positive direct effect on integrating, avoiding, dominating, obliging and compromising. “Team Optimism” has negative direct effect on avoiding, dominating. 11. In high-low combinations of task and relationship conflict, “Team Efficacy” has positive direct effect on integrating, and has negative direct effect on avoiding. “Team Resilience” has positive direct effect on integrating, obliging and compromising. “Team Optimism” has positive direct effect on obliging. 12. In low-high combinations of task and relationship conflict, “Team Efficacy” has positive direct effect on integrating, obliging and compromising. “Team Resilience” has positive direct effect on integrating, avoiding and compromising. “Team Optimism” has negative direct effect on dominating. 13. In low-low combinations of task and relationship conflict, “Team Efficacy” has positive direct effect on integrating, avoiding, obliging and compromising. “Team Resilience” has positive direct effect on integrating, obliging and compromising. “Team Optimism” has no effect. Based on the results of the research, suggestions for educational administration authorities, administration teams and future related study are proposed.

Business today is conducted within societies facing complex global challenges and unprecedented demands for effective, ethical, and excellent business leadership that proactively manages its societal impacts. Integrating economic success with service of the common good requires a sound, shared understanding of “positive” executive business leadership to guide executive selection, education and development, and practice. This thesis formulates and theoretically grounds a general theory of positive executive business leadership. Integrative Executive Leadership (“IEL”) addresses the individual, pairs/groups/teams, organizational, and societal levels of business. Within these contexts, IEL exercises positive integrative agency through multi-stakeholder professional stewardship, integrated performance management, and living codes of ethics. This requires the practice of five mutually-reinforcing positive behavioural repertoires: contemplative self-leadership, functional-relational facilitative leadership, full range managerial-leadership, visionary strategic leadership, and transforming-developmental leadership. These are reinforced by five positive philosophies or styles of leadership: authentic, moral, spiritual, servant, and wise leadership. Consequently, IEL is predicated upon essential competencies, attainments, and positive dispositions. Especially, IEL requires the cultivation of positive psychological states, traits, and virtues, eudaimonic character, postautonomous levels of ego development, psychological complexity, integrative consciousness and flow. In addition to promoting intrinsic morality, these farther reaches of human nature contribute to effective and excellent leadership performance. Integrative Executive Leaders do well by doing good. IEL was developed through multiparadigm theory-building, adopting a pragmatic epistemology, and employing a transdisciplinary, positive scholarship approach to integrate the findings from a broad range of qualitative and quantitative research from the humanities and the social sciences. IEL theory articulates important theoretical relationships derived from: leading insights from management and organization theory; salient research findings from the social sciences and the humanities; insights from positive psychology, positive organizational behaviour, positive organizational scholarship, constructive developmental psychology, transpersonal psychology, and integrated empirical ethics; interpretive analyses of the biographies of great world leaders; and, a rich case study of an extraordinary executive business leader. Accordingly, IEL is advanced as an emergent theory with both theoretical grounding and empirical reference. The path forward requires further transdisciplinary, multiparadigm, multi-method research to further develop and refine IEL and establish it as a grounded theory of positive executive business leadership.

Business today is conducted within societies facing complex global challenges and unprecedented demands for effective, ethical, and excellent business leadership that proactively manages its societal impacts. Integrating economic success with service of the common good requires a sound, shared understanding of “positive” executive business leadership to guide executive selection, education and development, and practice. This thesis formulates and theoretically grounds a general theory of positive executive business leadership. Integrative Executive Leadership (“IEL”) addresses the individual, pairs/groups/teams, organizational, and societal levels of business. Within these contexts, IEL exercises positive integrative agency through multi-stakeholder professional stewardship, integrated performance management, and living codes of ethics. This requires the practice of five mutually-reinforcing positive behavioural repertoires: contemplative self-leadership, functional-relational facilitative leadership, full range managerial-leadership, visionary strategic leadership, and transforming-developmental leadership. These are reinforced by five positive philosophies or styles of leadership: authentic, moral, spiritual, servant, and wise leadership. Consequently, IEL is predicated upon essential competencies, attainments, and positive dispositions. Especially, IEL requires the cultivation of positive psychological states, traits, and virtues, eudaimonic character, postautonomous levels of ego development, psychological complexity, integrative consciousness and flow. In addition to promoting intrinsic morality, these farther reaches of human nature contribute to effective and excellent leadership performance. Integrative Executive Leaders do well by doing good. IEL was developed through multiparadigm theory-building, adopting a pragmatic epistemology, and employing a transdisciplinary, positive scholarship approach to integrate the findings from a broad range of qualitative and quantitative research from the humanities and the social sciences. IEL theory articulates important theoretical relationships derived from: leading insights from management and organization theory; salient research findings from the social sciences and the humanities; insights from positive psychology, positive organizational behaviour, positive organizational scholarship, constructive developmental psychology, transpersonal psychology, and integrated empirical ethics; interpretive analyses of the biographies of great world leaders; and, a rich case study of an extraordinary executive business leader. Accordingly, IEL is advanced as an emergent theory with both theoretical grounding and empirical reference. The path forward requires further transdisciplinary, multiparadigm, multi-method research to further develop and refine IEL and establish it as a grounded theory of positive executive business leadership.