Authors
Chak Fu Lam, Gretchen Spreitzer, Charlotte Fritz
Publication date
2014/5
Journal
Journal of Organizational Behavior
Volume
35
Issue
4
Pages
530-546
Description
Current organizational theory and research affirm the beneficial effects of experiencing positive affect at work. In recent years, researchers have begun to question the popular notion that the more positive affect at work, the better—that more positive affect is desirable for work‐related outcomes. In this article, we propose a rationale for why more positive affect may not be better for proactive behaviors at work. Findings from two field studies using two unique data sources demonstrate support for our hypothesis, suggesting that intermediate levels of positive affect are most beneficial for proactive behaviors. Copyright © 2013 John Wiley & Sons, Ltd.
Scholar articles
CF Lam, G Spreitzer, C Fritz - Journal of Organizational Behavior, 2014