Positieve organisatiepsychologie

Current facets (Pre-Master)

Learning resources 3.4 C O Leadership & Coaching

Problem 1

  • Avolio, B., Walumbwa, F., & Weber, T. J. (2009). Leadership: Current Theories, Research, and Future Directions. Annual Review of Psychology, 60, 421–449. doi:10.1146/annurev.psych.60.110707.163621
  • Einarsen, S., Aasland, M.S., & Skogstad, A. (2007). Destructive leadership behaviour: A definition and conceptual model. The Leadership Quarterly, 18, 207–216. doi:10.1016/j.leaqua.2007.03.002
  • Howell, J. M., & Hall-Merenda, K. E. (1999). The Ties That Bind: The Impact of Leader-Member Exchange,Transformational and Transactional Leadership, and Distance on Predicting Follower Performance. Journal of Applied Psychology, 84(5), 680–694. doi:10.1037/0021-9010.84.5.680
  • Smith, B.N., Montagno, R.V., & Kuzmenko, T.N. (2004). Transformational and Servant Leadership: Content and Contextual Comparisons. Journal of Leadership & Organizational Studies, 10, 80–91. doi: 10.1177/107179190401000406
  • Breevaart, K., Bakker, A. B., Hetland, J., & Hetland, H. (2014). The Influence of Constructive and Destructive Leadership Behaviors on Follower Burnout. In M. P. Leiter, A. B. Bakker & C. Maslach (Ed.), Burnout at Work. A Psychological Perspective (pp. 102–121). Psychology Press.
  • Schyns, B., & Schilling, J. (2013). How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes. The Leadership Quarterly, 24, 138–158. doi:10.1016/j.leaqua.2012.09.001
  • Skakon, J., Nielsen, K., Borg, V., & Guzman, J. . (2010). Are leaders well-being, behaviours and style associated with the affective well-being of their employees? A systematic review of three decades of research. . Work & Stress , 24, 107–139. doi:10.1080/02678373.2010.495262 

Problem 2

  • Arnold, K. A., Turner, N., Barling, J., Kelloway, E. K., & McKee, M. C. (2007). Transformational Leadership and Psychological Well-Being: The Mediating Role of Meaningful Work. Journal of Occupational Health Psychology, 12, 193–203. doi:10.1037/1076-8998.12.3.193
  • Breevaart, K., Bakker, A., Hetland, J., Demerouti, E., Olsen, O.K., & Espevik, R. (2014). Daily transactional and transformational leadership and daily employee engagement. Journal of Occupational and Organizational Psychology, 87, 138–157. doi:10.1111/joop.12041
  • Jung, D.I., & Avolio, B.J. (2000). Opening the black box: an experimental investigation of the mediating effects of trust and value congruence on transformational and transactional leadership. Journal of Organizational Behaviour, 21, 949–964. doi:10.1002/1099-1379(200012)21:8%3C949::AID-JOB64%3E3.0.CO;2-F
  • Kovjanic, S., Schuh, S.C., & Jonas, K. (2013). Transformational leadership and performance: An experimental investigation of the mediating effects of basic needs satisfaction and work engagement. Journal of Occupational and Organizational Psychology, 86, 543–555. doi:10.1111/joop.12022 

Problem 3

  • Hamstra, M. R. W., Van Yperen, N. W., Wisse, B., & Sassenberg, K. (2011). Transformational-Transactional Leadership Styles and Followers Regulatory Focus Fit Reduces Followers Turnover Intentions. Journal of Personnel Psychology, 10, 182–186. doi:10.1027/1866-5888/a000043
  • Howell, J. M., & Hall-Merenda, K. E. (1999). The Ties That Bind: The Impact of Leader-Member Exchange,Transformational and Transactional Leadership, and Distance on Predicting Follower Performance. Journal of Applied Psychology, 84(5), 680–694. doi:10.1037/0021-9010.84.5.680
  • Howell, J.P., Bowen, D.E., Dorfman, P.W., Kerr, S., & Podsakoff, P.M. (1990). Substitutes for Leadership: Effective Alternatives to Ineffective Leadership. Organizational Dynamics, 19(1), 21–38. doi:10.1016/0090-2616(90)90046-R 

Problem 4

  • Carson, J.B., Tesluk, P.E., & Marrone, J.A. (2007). Shared leadership in teams: An investigation of antecedent conditions and performance. Academy of Management Journal, 50(5), 1217–1234. doi:10.2307/20159921
  • Hoch, J.E., Kozlowski, S.W.J. (2014). Leading Virtual Teams: Hierarchical Leadership, Structural Supports, and Shared Team Leadership. Journal of Applied Psychology, 99(3), 390–403. doi:10.1037/a0030264
  • Pearce, C.L., & Sims, H.P. (2002). Vertical Versus Shared Leadership as Predictors of the Effectiveness of Change Management Teams: An Examination of Aversive, Directive, Transactional, Transformational, and Empowering Leader Behaviors. Group Dynamics: Theory, Research, and Practice, 6(2), 172–197. doi:10.1037//1089-2699.6.2.172 

Problem 5

  • Bono, J. E., & Judge, T. A. (2004). Personality and Transformational and Transactional Leadership: A Meta-Analysis. Journal of Applied Psychology, 89(5), 901–910. doi:10.1037/0021-9010.89.5.901
  • Dvir, T., & Shamir, B. . (2003). Follower developmental characteristics as predicting transformational leadership: a longitudinal field study. The Leadership Quarterly, 14, 327–344. doi:10.1016/S1048-9843(03)00018-3
  • Furtner, M.R., Baldegger, U., & Rauthmann, J.F. (2013). Leading yourself and leading others: Linking self-leadership to transformational, transactional, and laissez-faire leadership. European Journal of Work and Organizational Psychology,, 22(4), 436–449. doi:10.1080/1359432X.2012.665605 

Problem 6

  • Baron, L., & Morin, L. . (2010). The impact of executive coaching on self-efficacy related to management soft-skills. . Leadership & Organization Development Journal, 31, 18–38. doi:10.1108/01437731011010362
  • Grant, A., Passmore, J., Cavanagh, M. J., & Parker, H. (2010). The State of Play in Coaching Today: A Comprehensive Review of the Field. International Review of Industrial and Organizational Psychology, 25, 125–167. doi:10.1002/9780470661628
  • Ladegard, G., & Gjerde, S. (2014). Leadership coaching, leader role-efficacy, and trust in subordinates. A mixed methods study assessing leadership coaching as a leadership development tool. The Leadership Quarterly, 25, 631–646. doi:10.1016/j.leaqua.2014.02.002 

Problem 7

  • Bono, J.E., Purvanova, R.K., Towler, A.J., & Peterson, D.B. (2009). A survey of executive coaching practices. Personnel Psychology, 62, 361–404. doi:10.1111/j.1744-6570.2009.01142.x
  • Grant, A.M. (2014). Autonomy support, relationship satisfaction and goal focus in the coach coachee relationship: which best predicts coaching success?. Coaching: An International Journal of Theory, Research and Practice, 7(1), 18–38. doi:10.1080/17521882.2013.850106 

Problem 8

  • Ely, K., Boyce, L.A., Nelson, J.K., Zaccaro, S.J., Hernez-Broome, G., & Whyman, W. (2010). Evaluating Leadership Coaching: A Review and Integrated Framework. The Leadership Quarterly, 21(4), 585–599. doi:10.1016/j.leaqua.2010.06.003
  • Grant, A., Passmore, J., Cavanagh, M. J., & Parker, H. (2010). The State of Play in Coaching Today: A Comprehensive Review of the Field. International Review of Industrial and Organizational Psychology, 25, 125–167. doi:10.1002/9780470661628 

Problem 9

  • De Vries, K.M.F.R. (2014). Coaching the toxic leader. Harvard Business Review, 0, 100–109. 

Learning resources 3.5 C O Organizational Psychology

Theme 1 - Organizational Structure

General

  • Jex, S. M., & Britt, T.W. (2014). Chapter 13. In Organizational psychology : a scientist-practitioner approach (pp. 453–485). Wiley.
  • Jex, S. M., & Britt, T.W. (2014). Chapter 14. In Organizational psychology : a scientist-practitioner approach (pp. 487–517). Wiley.

1.1 Organizational structure

  • Mintzberg, H. (1980). Structure in 5'S: A synthesis of the research on Organization Design. Management Science, 26(3), 322–431.
  • Quinn, R. E., & Cameron, K. (1983). Organizational life cycles and shifting criteria of effectiveness: Some preliminary evidence. Management science, 29(1), 33–51. doi:10.1287/mnsc.29.1.33 

1.2 Metaphors of organizations

  • Arnold, J., Cooper, C. L., & Robertson, I. T. (1995). Perspectives on work organizations and cultures. In Arnold, J., Cooper, C. L., & Robertson, I. T. (Ed.), Work Psychology (pp. 13–17). Pitman Publishing. 

1.3 Organizational Strategy

  • Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120.
  • Porter, M.E. (2008). The five competitive forces that shape strategy. Harvard Business Review, 0(0), 79–93.

Theme 2 - Organizational Development & Change

General

  • Jex, S. M., & Britt, T.W. (2014). Chapter 15. In Organizational psychology : a scientist-practitioner approach (pp. 519–559). Wiley.

2.1 Theories and models for organizational change

  • Cummings, T. C., & Worley, C. G. (2009). The nature of planned change. In T. C. Cummings & C. G. Worley (Ed.), Organization development and change (pp. 23–45). South-Western Cengage Learning.
  • French, W. L., & Bell Jr., C. H. (1999). Foundations of organization development. In W. French & C.H. Bell Jr. (Ed.), Organizational development. Behavioral science interventions for organizational improvement (6th ed.) (pp. 73–104). Prentice Hall. 

2.2 Organizational change research methods

  • Cummings, T.C., & Worley, C. G. (2009). Collecting and analysing diagnostic information. In T.C. Cummings and C.G. Worley (Ed.), Organization development and change (pp. 121–138). South-Western Cengage Learning. 

2.3 Organizational change interventions

  • Cummings, T.C. & Worley, C. G. (2009). Interpersonal and group process approaches. In T.C. Cummings and C.G. Worley (Ed.), Organization development and change (pp. 253–275). South-Western Cengage Learning. 
  • Notes of the Professor: This a comprehensive chapter on OD interventions that should be read next to Jex & Britt’s section on interventions (which is a bit less extensive). The section on third-party interventions does not need to receive a lot of attention because it will be discussed in another course.

2.4 Resistance and/or reactions to organizational change

  • Metselaar, E. (1997). Assessing the willingness to change. Construction and validation of the DINAMO. In Metselaar, E. (Ed.), Unpublished doctoral dissertation (pp. 19–34). Free University Amsterdam.
  • Amiot, C. E., Terry, D. J., Jimmieson, N. L., & Callan, V. J. . (2006). A longitudinal investigation of coping processes during a merger: Implications for job satisfaction and organizational identification. Journal of Management, 32, 522–574. doi: 10.1177/0149206306287542
  • Petrou, P., Demerouti, E., & Schaufeli, W. (2016). Crafting the Change: The Role of Employee Job Crafting Behaviors for Successful Organizational Change. Journal of Management, 1–27. 

Theme 3 - Justice and deviant employee behaviors

General

  • Jex, S. M., & Britt, T.W. (2014). Chapter 5 (ONLY OCB: pages 160-166!). In Organizational psychology : a scientist-practitioner approach (pp. 160–166). Wiley. Jex, S. M., & Britt, T.W. (2014). Chapter 6. In Organizational psychology : a scientist-practitioner approach (pp. 177–206). Wiley.

3.1 Organizational justice

  • Cropanzano, R., Bowen. D.E., & Gilliland, S.W. (2007). The Management of Organizational Justice. Academy of Management Perspectives, 34–48. 

3.2 Deviant behavior on the workplace

  • Robinson, S. L. & O`Leary-Kelly, A. M. (1998). Monkey see, monkey do: The influence of work groups on the antisocial behavior of employees. Academy of Management Journal, 41(6), 658–672. doi:http://www.jstor.org/stable/256963
  • Marcus, B., & Schuler, H. (2004). Antecedents of counterproductive behavior at work: a general perspective. Journal of Applied Psychology, 89(4), 647–660. doi:10.1037/0021-9010.89.4.647
  • Robinson, S.L., & Bennett, R.J. (1995). A typology of deviant workplace behaviors: a multidimensional scaling study. Academy of Management Journal, 38(2), 555–572.
  • Berry, C. M., Ones, D. S., & Sackett, P. R. (2007). Interpersonal deviance, organizational deviance, and their common correlates: A review and meta-analysis. Journal of Applied Psychology, 92(2), 410–424. doi:10.1037/0021-9010.92.2.410 

3.3 Whistle-Blowers

  • Near, J. P. and Miceli, M. P. (2016). After the wrongdoing: What managers should know about whistleblowing. Business Horizons, 59(1), 105–114. doi:10.1016/j.bushor.2015.09.007 

Theme 4 - Creativity & innovation

General

  • Jex, S.M. & Britt., T.W. (2014). Chapter 5 (ONLY Innovation: p. 167-173). In Organizational psychology : a scientist-practitioner approach (pp. 167–173). Wiley.

4.1. Innovation and creativity in organizations

  • Greenberg, J. . (2011). Chapter: 6. In J. Greenberg (Ed.), Behavior in organizations (10th edition). (pp. 526–539). Perason Education.
  • Hülsheger, U. R., Anderson, N., & Salgado, J. F. (2009). Team-level predictors of innovation at work: a comprehensive meta-analysis spanning three decades of research. Journal of Applied psychology, 94, 1128–1145. doi:10.1037/a0015978 

4.2. Negative factors and creativity

  • Janssen, O. (2000). Job demands, perceptions of effort reward fairness and innovative work behaviour. Journal of Occupational and organizational psychology, 73, 287–302. doi:10.1348/096317900167038
  • Zhou, J., & George, J. M. (2001). When job dissatisfaction leads to creativity: Encouraging the expression of voice. Academy of Management journal, 44, 682–696. doi:10.2307/3069410
  • Baas, M., De Dreu, C. K., & Nijstad, B. A. (2011). When prevention promotes creativity: the role of mood, regulatory focus, and regulatory closure. Journal of personality and social psychology, 100, 794–809. doi:10.1037/a0022981 

4.3. Creativity and deviance

  • Mainemelis, C. (2010). Stealing fire: Creative deviance in the evolution of new ideas. Academy of management review, 35, 558–578. doi:10.5465/AMR.2010.53502801
  • Gino, F., Wiltermuth, S. S.,. (2014). Evil Genius? How Dishonesty Can Lead to Greater Creativity. Psychological Science, 25(4), 973–981. doi:10.1177/0956797614520714 

Lecture 3

  • These references are used in Lecture 3. Although they do not form directly part of examination material, what will be mentioned in the lecture is.
  • Greenberg, J. (1990). Employee theft as a reaction to underpayment inequity: The hidden cost of pay cuts. Journal of Applied Psychology, 75(5), 561–568. doi:10.1037/0021-9010.75.5.561
  • Colquitt, J.A., Conlon, D.E., Wesson, M.J., Porter, C.L.O.H., & Ng, K.Y. (2001). Justice at the millennium: a meta-analytic review of 25 years of organizational justice research. Journal of Applied Psychology, 86(3), 425–445. doi:10.1037/0021-9010.86.3.425 

Learning resources 3.6 C O Occupational Health and Safety

  • Attention: if you want to access the learning resources when you are outside of the university campus, you will need to set-up EZproxy. Click here for additional information about EZproxy

Problem 1: Health at Work

Basics of Stress

  • Sulsky, L. & Smith, C.S. (2005). Chapter 1. What is Stress?. In Sulsky, L. & Smith, C.S. (Ed.), Workstress (pp. 3–20). Thomson, Wadsworth.
  • McEwen. (2006). Stress, Adaptation, and disease. Allostasis and Allostatic Load. Annals of the New York Academy of Science, 840(1), 33–44. doi:10.1111/j.1749-6632.1998.tb09546.x

Burnout,Job stress, and Workaholism

  • Ng, T. W. H., Sorensen, K. L. & Feldman, D. C. (2007). Dimensions, antecedents, and consequences of workaholism: a conceptual integration and extension. Journal of Organizational Behavior, 28(1), 111–136. doi:10.1002/job.424
  • Van Rhenen, Willem, Blonk, Roland W. B., van der Klink, Jac J. L., van Dijk, Frank J. H., Schaufeli, Wilmar B.,. (2005). The effect of a cognitive and a physical stress-reducing programme on psychological complaints. International Archives of Occupational and Environmental Health, 78(2), 139–148. doi:10.1007/s00420-004-0566-6
  • Maslach, C., Schaufeli, W. B., & Leitner, M. P. (2001). Job burnout. Annual Review of Psychology, 52(1), 397–422. doi:10.1146/annurev.psych.52.1.397
  • Taris, T.W. (2006). Is there a relationship between burnout and objective performance? A critical review of 16 studies. Work & Stress, 20(4), 316–334. doi:10.1080/02678370601065893
  • Linden, D. van der, Keijsers, G. J. P., Eling, P. & Schaijk, R. (2005). Work stress and attentional difficulties: an initial study on burnout and cognitive failures. Work & Stress, 19(1), 23–36. doi:10.1080/02678370500065275 

Sickness and Absence

  • Muysken, J. & Rutten, T. (2003). Disability in the Netherlands: Another Dutch disease?. In S. Cowling (Ed.), The Underutilisation of Europe's Labour Resources (pp. 160–179). Maastricht University. Hesselink, J.K. (2011). Sickness absence at an all-time low. . European Working Conditions Observatory (EWCO), 0, 1–1. 

Problem 2: Accidents, Errors, and Safety

Theories of human error and accidents

  • Norman, D. (2013). Human Error? No, bad Design. In D. Norman. The Design of Everyday things. pp. 162-216 Reason, J. (2000). Human error: models and management. British Medical Journal, 320, 768–770. doi:10.1136/bmj.320.7237.768 

Person and situational influences on Safety

  • Day, Andrea J., Brasher, Kate, Bridger, Robert S.,. (2012). Accident proneness revisited: The role of psychological stress and cognitive failure. Accident Analysis & Prevention, 49, 532–535. doi:10.1016/j.aap.2012.03.028
  • Hansen, C. P. . (1988). Personality Characteristics of the Accident Involved Employee. Journal of Business and Psychology, 2(4), 346–365. doi:10.1007/BF01013766
  • Christian, M.S., Wallace, J.C., Bradley, J.C. & Burke, M.J. (2009). Workplace Safety: A Meta-Analysis of the Roles of Person and Situation Factors. Journal of Applied Psychology, 94(5), 1103–1127. doi:10.1037/a0016172 

Safety and error culture (The positive psychology of errors)

  • Frese, M, & Keith, N. (2015). Action errors, error management, and learing in organizations. Annual Review of Psychology, 66, 661–687. doi:http://doi.org/10.1146/annurev-psych-010814-015205 

Problem 3: Work Hours, Fatigue and Recovery

Fatigue

  • Torres-Harding, S. & Jason, L. A. (2005). What is fatigue?. In DeLuca, J. (Ed.), Fatigue as a window to the brain (pp. 3–13). Mit Press.
  • Linden, D. van der, Frese, M. & Meijman, T.F. (2003). Mental fatigue and the control of cognitive processes: effects on perseveration and planning. Acta Psychologica, 113(0), 45–65. doi:10.1016/S0001-6918(02)00150-6 

Overtime and Work Schedules

  • Beckers, D.G.J., Van der Linden, D., Smulders, P.G.W., Kompier, M.A.J., Taris, T. W., & Geurts, S. A. E. (2008). Voluntary or involuntary? Control over overtime and rewards for overtime in relation to fatigue and work satisfaction. Work & Stress, 22(1), 33–50. doi:10.1080/02678370801984927
  • Hulst, M. van der. (2003). Long work hours and health. Scandinavian Journal of work, Environment, & Health, 29(3), 171–188. doi:10.5271/sjweh.720
  • Nakamura, K., Shimai, S., Kikuchi, S., Takahashi, H., Tanaka, M., Nakano, S., Motohashi, Y., Nakadaira, H. & Yamamoto, M. (1998). Increases in body mass index and waist circumference as outcomes of working overtime. Occupational Medicine, 48(3), 169–173. doi:10.1093/occmed/48.3.169
  • Åkerstedt, T, Knutsson, A, Westerholm, P, Theorell, T, Alfredsson, L, Kecklund, G,. (2002). Sleep disturbances, work stress and work hours. Journal of Psychosomatic Research, 53(3), 741–748. doi:10.1016/S0022-3999(02)00333-1 

Recovery

  • Cropley, M., Dijk, D., & Stanley, N. (2006). Job strain, work rumination, and sleep in school teachers. European Journal of Work and Organizational Psychology, 15(2), 181–196. doi:10.1080/13594320500513913
  • Demerouti, Bakker, Geurts, & Taris. (2009). Daily recovery from work-related effort during non-work time. In Sonnentag, S., Ganster, D.C. & Perrew, P.L. (Ed.), Current perspectives on job-stress recovery (pp. 85–123). Emerald/JAI Press.
  • Bloom, J. de, Geurts, S.A.E., Taris, T.W., Sonnentag, S., Weerthe, C. de & Kompier, M.A.J. (2010). Effects of vacation from work on health and well-being: Lots of fun, quickly gone. Work & Stress, 24(2), 196–216. doi:10.1080/02678373.2010.493385 

Problem 4: Making work better

Job design

Professor note: Although this problem involves Positive Psychology topics, the first two articles are about job design in a more general way. They provide important background information in which to consider several positive psychology studies and interventions. One can only make work better when knowing which work-related factors are involved in designing a 'good job'.

  • Champion, M.A., Mumford, T.V., Morgeson, F.P., & Nahrgang, J.D. (2005). Work Design: Eight obstacles and opportunities. Human Resource Management, 44(4), 367–390. doi:10.1002/hrm.20080
  • Kompier, M.A.J. (2003). Job design and well-being. In Schabracq, M.J., Winnubst, J.A.M. & Cooper, C.L. (Ed.), Handbook of Work and Health Psychology (pp. 429–450). Wiley. 

Positive Psychology topics

  • Fullagar, Clive J., Kelloway, E. Kevin,. (2009). Flow at work: An experience sampling approach. Journal of Occupational and Organizational Psychology, 82(3), 595–615. doi:10.1348/096317908X357903
  • edited by Debra L. Nelson and Cary L. Cooper. (2007). Thriving in organizations. In Positive organizational behavior (pp. 74–85). SAGE.
  • Parker, Sharon K., Williams, Helen M., Turner, Nick,. (2006). Modeling the antecedents of proactive behavior at work. Journal of Applied Psychology, 91(3), 636–652. doi:10.1037/0021-9010.91.3.636
  • Tonin, Mirco, Vlassopoulos, Michael,. (2010). Disentangling the sources of pro-socially motivated effort: A field experiment. Journal of Public Economics, 94(11-12), 1086–1092. doi:10.1016/j.jpubeco.2010.08.011
  • Sonnentag, Sabine, Grant, Adam M.,. (2012). Doing Good at Work Feels Good at Home, but Not Right Away: When and Why Perceived Prosocial Impact Predicts Positive Affect. Personnel Psychology, 65(3), 495–530. doi:10.1111/j.1744-6570.2012.01251.x
  • Herzberg, F. (2003). One more time: How do you motivate employees?. Harvard Business Review, 65(5), 87–96.