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How to Play to Your Strengths - Most executives focus on shoring up their weaknesses. But when you know and leverage your strengths, your personal best has the power to get even be...

Roberts, Laura Morgan; Spreitzer, Gretchen; Dutton, Jane; … - In: Harvard business review : HBR (2005), pp. 74-81

Persistent link: https://www.econbiz.de/10005919057

A Socially Embedded Model of Thriving at Work

Spreitzer, Gretchen; Sutcliffe, Kathleen; Dutton, Jane; … - In: Organization science : a journal of the Institute for … 16 (2005) 5, pp. 537-549

Persistent link: https://www.econbiz.de/10007096892

Thriving at work: Toward its measurement, construct validation, and theoretical refinement

Porath, Christine; Spreitzer, Gretchen; Gibson, Cristina; … - In: Journal of organizational behavior : OB ; the internat. … 33 (2012) 2, pp. 250-276

Persistent link: https://www.econbiz.de/10009819153

Creating Sustainable Performance - Thriving employees consistently show up at work, make major contributions, and are in it for the long haul. Encouraging all employees to thrive r...

Spreitzer, Gretchen; Porath, Christine - In: Harvard business review : HBR (2012), pp. 92-100

Persistent link: https://www.econbiz.de/10009822051

SCHWERPUNKT GLÜCK - DIE MITARBEITER GLÜCKLICH MACHEN - FÜHRUNG: Wer seinen Mitarbeitern hilft, zu lernen und sich persönlich zu entwickeln, erntet als Dank mehr Leistung, höheres E...

Spreitzer, Gretchen; Porath, Christine - In: Harvard-Business-Manager : das Wissen der Besten 34 (2012) 4, pp. 24-34

Persistent link: https://www.econbiz.de/10009848916

Crafting scholarly life: Strategies for creating meaning in academic careers

Wellman, Ned; Spreitzer, Gretchen - In: Journal of organizational behavior : OB ; the internat. … 32 (2011) 6, pp. 927-932

Persistent link: https://www.econbiz.de/10009177643

The determinants of NLRB decision-making revisited.

Cooke, William N.; Tschirhart, Mary; Mishra, Aneil; … - In: Industrial and Labor Relations Review 48 (1995) 2, pp. 237-257

The authors develop a model of NLRB decision-making that, unlike the models employed in previous studies, distinguishes between decision-making in more important, complex cases and less important, simpler cases. Using a representative sample of Board decisions over 1957-86, they find that in...

Persistent link: https://www.econbiz.de/10005813153