The Counter-Intuitive Effects of Flow on Positive Leadership and Employee Attitudes: Incorporating Positive Psychology into the Management of Organizations

Abstract

The current research sought to determine the effect that flow—a state of optimal experience—has on the relationships between positive leadership and employee attitudes and perceptions of safety climate. Regression analyses revealed that flow moderated the effects of transformational leadership on job satisfaction and the effects of authentic leadership on both job satisfaction and organizational commitment. Furthermore, flow and positive leadership interacted in such a way as to negatively predict employee attitudes. Additionally, flow partially mediated the effect of authentic leadership on safety climate. The authors discuss the theoretical and practical importance of these findings and the potential limitations of the current study.

Acknowledgments

The authors of this article would like to thank the Human Resources department at the participating institution for their help with recruiting participants.

Notes

Mickey B. Smith is currently a doctoral student in the Department of Management, Spears School of Business at Oklahoma State University. Dr. Laura Koppes Bryan is currently Dean of the Yale Gordon College of Arts and Sciences at the University of Baltimore.