Being mindful and taking the time to experience positive emotions can provide an extra buffer against symptoms of depression while boosting psychological well-being and life satisfaction (Kiken, Lundberg, & Fredrickson, 2017).

Leadership is more effective in boosting employee job satisfaction, effort, and effectiveness when positive emotions like enthusiasm, hope, pride, happiness, and inspiration complement the leadership (Zineldin, 2017).

Positive emotions of interest and gratitude are linked to enhanced satisfaction with one’s work, while gratitude also positively impacts satisfaction with one’s co-workers and supervisors. These results also found that both interest and gratitude predict an employee’s satisfaction with his or her promotion (Winslow, Hu, Kaplan, & Li, 2017).

There is a direct relationship between positive emotions and employee engagement—as well as a link between leaders’ use of humor and employee engagement (Goswami, Nair, Beehr, and Grossenbacher, 2016).

There is evidence to suggest that positive emotions can protect against memory impairment (MacKenzie, Powell, & Donaldson, 2015).

Facilitate more effective coping, which boosts health by providing a buffer against symptoms of depression (Dolphin, Steinhardt, & Cance, 2015).

Not only do positive emotions enhance satisfaction with the job, but they also reduce turnover intentions and reduce the effects of stress on employees (Sui, Cheung, & Lui, 2015).

Positive emotions have been found to result in increased self-efficacy, higher job satisfaction, and better mental health in general (Schutte, 2014).

Positive emotions connect to higher job satisfaction during task conflict (Todorova, Bear, & Weingart, 2014).

Authentic leadership was found to lead to more effective innovation in followers when coupled with positive emotions (Zhou, Ma, Cheng, & Xia, 2014).

Positive emotions and resilience are positively correlated, indicating that one leads to the other or they share a bi-directional relationship (Peng and colleagues, 2014). There is a connection between a healthy heart rate and the experience of positive social emotions (Kok and colleagues, 2013).

Expression and amplification of positive emotions can lead to enhanced goal attainment, whether the expression of emotions is directed toward co-workers or superiors (Wong, Tschan, Messerli, & Semmer, 2013).

Positive emotions in the workplace can facilitate more effective leadership as well as increasing job satisfaction. Transformational leadership and positive emotions have a positive effect on task performance (Liang & Steve Chi, 2013).

Positive emotions may expand focus and memory capacity and enhance the ability to remember both central and peripheral details (Yegiyan & Yonelinas, 2011).

Healthy relationships are characterized by a kind of interdependence, in which the other person doesn’t so much complete us as complement us (Murray, S. & Holmes, J., ‘Interdependent minds: The dynamics of close relationships’, 2011).

Couples can create happier marriages by applying the science of positive psychology into their relationships. Three key activities for flourishing: cultivating positive emotions in your daily life, developing a harmonious or healthy passion, and remembering to seek out and celebrate the good times rather than just focusing on fixing problems. (Pileggi, S. 2010)

Positive emotions have a direct effect on resilience, which in turn helps build a strong sense of life satisfaction (Cohn and colleagues, 2009).

Positive emotions have been shown to have a positive impact on relationships (romantic, friends, and family), therapy, and counseling outcomes, grades and academic achievements, and personal development (Linley, Joseph, Maltby, Harrington, & Wood, 2009).

A sense of sacredness can be beneficial in a marriage (Mahoney, A., Pargament, K. I. & DeMaris, A. 2009).

When we are uplifted or elevated, our hearts are opened and our thoughts are more focused on others than on ourselves (Algoe, S. B. & Haidt J., ‘Witnessing excellence in action: The other-praising emotions of elevation, gratitude, and admiration’, 2009).

Several positive emotions lead to a variety of health benefits, including happiness resulted in increased risk-and variety-seeking and gain-focused behavior; contentment resulted in increased risk avoidance and loss-focused behavior (Herzenstein, 2008).

Positive emotions encouraged organizational citizenship behavior (an employee’s voluntary commitment to non-obligatory or non-mandatory tasks that benefit his or her organization) as well as increasing work engagement; additionally, they had a double positive impact by decreasing negative attitudes and behaviors that are not in line with organizational values (Avey, Wernsing, & Luthans, 2008).

A meta-analysis of several studies found that well-being was significantly related to good cardiovascular functioning, general health, and longevity overall (Howell, Kern, & Lyubomirsky, 2007).

Positive emotions (in the form of hope, optimism, and resilience) were found to not only increase job satisfaction, work happiness, and organizational commitment, but also to improve employee performance, measured by both self-report and organizational performance appraisals (Youssef & Luthans, 2007).

Positive affect modulates the relationship between host resistance and disease onset or progression (Marshland, Pressman, Cohen, 2007).

Positive emotions have positive health effects (Rasmussen, Wrosch, Scheier, & Carver, 2006).

May foster resilience and coping (Tugade, Fredrickson, & Barrett, 2004).

Positive affect associated with greater resistance to objectively verifiable colds and fewer reported cold symptoms (Cohen, S., et al., 2003).

Improve physical health (Cohen et al., 2003).

Broaden Attention and Thinking (Fredrickson & Branigan, 2002).

Prevent depression (Fredrickson, Tugade, Waugh, & Larkin, 2002).

Fuel Resilient Coping (Fredrickson, Tugade, Waugh & Larkin, 2002).

Increase well-being (Fredrickson & Joiner, 2002; Tugade & Fredrickson, 2002).

Build optimism, tranquillity, and resilience (Fredrickson, Tugade, Waugh, & Larkin, 2002).

Lead to longevity (Danner D, Snowdon D, Friesen W, 2001).

Emotional state and motivation assessed by autobiographical writing, e.g., contentment, gratitude, hope, love, at start of career (n=180 Catholic nuns, mean age 22) (Danner, Snowdon & Friesen (2001).

Positive emotions support coping and buffer against stress, even in very difficult circumstances (Folkman & Moskowitz, 2000).

Lead to creative thinking and more flexible and successful problem-solving (Isen, 2000, Positive affect and decision making).

Undo Lingering Negative Emotional Arousal (Fredrickson & Levenson, 1998; Fredrickson, Mancuso, Branigan & Tugade, 2000).

Facilitate longer-term motivation and goal-seeking behavior such as approach behavior (Cacioppo & Gardner, 1999).

Provide undoing effects of cardio reactivity after negative emotions (Fredrickson, 1998).

Increase work productivity (Marks & Fleming, 1995).

Facilitate continued engagement (Carver & Scheier, 1990).

Helps you modulate your reaction to stress and allows you to recover from the negative effects of stress more quickly (Ong, Bergeman, Bisconti, & Wallace).

Positive emotions lead to well-being, to positive individuals, to flourishing communities, and to a just society. (Seligman, M.E.P., J. Building human strength: Psychology’s forgotten mission. 1998).

Positive emotions have led to enhancements and improvements in work-life, physical, and mental health, social relationships, community involvement, and income, all of which are either directly or indirectly related to work (Danner, Snowdon, & Friesen, 2001; Lyubomirsky, King, & Diener, 2005).

Increased positive emotions resulted in increased clarity surrounding expectations in one’s role, effective and value-congruent use of organizational resources, fulfillment in one’s role, better relationships at work, and a general increase in the ownership employees feel over their work and the creativity that drives innovation and contributes to organizational success (Harter, Schmidt, & Keyes, 2002).

The more positive emotion an individual experienced on the job, the higher their pay and better their supervisor evaluations were 18 months later (Staw, Sutton, & Pelled, 1994).
MBA students with higher positive emotions performed more accurately on a decision-making task than students with lower levels of positive emotions. (Staw and colleagues, 1993).