Being Virtuous Together: A One-Year Prospective Study on Organizational Virtuousness, Well-Being, and Organizational Commitment

Abstract

Organizational virtuousness is defined as collective positive attributes and behaviors supported by and characteristic of an organization that promote hedonic well-being, eudaimonic well-being, and optimal performance. The underlying mechanisms through which organizational virtuousness operate remain largely unknown. Drawing from the broaden-and-build theory, organizational virtuousness is proposed to broaden employees’ attention and cognition toward positive stimuli and events, and over time, build psychological resources for managing future endeavors. Building resources in turn promotes well-being and organizational commitment. A 3-wave prospective study (baseline, T1; 3 months, T2; and 1 year, T3) was conducted with a sample of 444 primary and secondary schoolteachers in Hong Kong. Organizational virtuousness, cognitive reappraisal, psychological capital (PsyCap), life satisfaction, flourishing, affective commitment, and contextual performance were assessed. The results showed that cognitive reappraisal and PsyCap served as sequential mediators of the relationships between three components of organizational virtuousness and all four indicators of well-being and organizational commitment. Collective gratitude, kindness, and forgiveness at T1 had significant indirect effects through cognitive reappraisal at T2 and then PsyCap at T3 on satisfaction with life, state of flourishing, emotional attachment to the organization, and engagement in extra-role activities that contribute to the organization’s efficacy. This study is among the first to provide prospective data on the effects of organizational virtuousness. The results lead to a discussion of how organizations might shape a grateful, kind, and forgiving work culture using virtue-based management to achieve optimal individual and organizational functioning.