Many theories drawn from the field of

psychology have been adapted and

applied to strengthen our
understanding of positive behavior at
work, including those on
psychological capital, self-efficacy,
and motivation.

To illustrate, consider these three

emerging theories that offer a broad
sweep of the field.

1. Positive leadership theory

A positive leader typically spearheads

the application of positive
·p sychology principles in the
workplace. Definitions of positive
leadership have been integrated anrl
defined as follows:
 "an approach towards leadership
that is characterized by the
demonstration of leadership traits
such as optimism... as well as
leadership behaviors that entail the
creation of a positive working
environment, the development of
positive relationships, a focus on
results, and positive communication
with employees."

Malinga, Stander, & Nell, 2019, p. 214

Although an elusive concept, positive

leadership has three basic
components (Blanch, Gil, Antino, &
Rodriguez-Munoz, 2016):

1. It focuses on people's strengths

and abilities, reaffirming their
human potential.
2. It emphasizes results and
facilitates above-average
 individual and organizational
performance.
3. Its targets for action center on
essential virtues of the human
condition.

It is believed that all leaders lie

somewhere on a continuum,
depending on the extent to which
they demonstrate behaviors that align
with these components (Wooten &
Cameron, 2010).

To significantly enhance
performance, leaders with skills
aligned toward the more positive end
of this continuum effectively give
employees the resources they need,
such as feedback, well-designed
work, and learning opportunities
--..

(Abdullah, 2009).
2. Job crafting theory

Job crafting is

"the physical and cognitive changes

individuals make in the task or
relational boundaries of their work."

Wrzesniewski & Dutton, 2001, p. 179

An example of job crafting would be if

a barista were to adjust the placement
of the ingredients and equipment
around the coffee machine to make
preparing each drink a little quicker
and easier.

Another example would be a city

sanitation worker who cognitively
interprets their role as one that
involves beautifying the local parks
and helping to preserve nature rather
than simply picking up waste.
Through job crafting, employees are
empowered to make their work more
meaningful, better use their skills,
and minimize strain. Consequently,
these employees tend to exhibit
greater motivation, are more
engaged, and are less likely to resign
(Zhang & Parker, 2019).

3. Work as calling theory

A third theory falling within the scope

of POB is work as calling theory
(WCT). This theory suggests that for
some, working may be one way to live
out a true calling in life.

Stemming from the field of

transpersonal psychology, WCT
suggests that callings have three
characteristics (Duffy, Douglass,
Gensmer, England, & Kim, 2019):

1. A sense of individual meaning

and overall purpose
2. Opportunities to help others or
contribute to the common good
3. A sense of being compelled
(internally or externally) toward
that work

When workers feel called to their line

of work, perceive few obstacles to
pursuing that calling, and fit well with
their environment, positive work and
individual outcomes tend to result
(Duffy et al., 2019).

These include reduced turnover

intention, greater work engagement,
and greater life satisfaction (Duffy &
Dik, 2013).