The DOI matches its Crossref record.
Charged up: Creating energy in organizations
Abstract
The ability of an individual to energize others is a determinant of individual and group success. People who are “energizers” are more effective at motivating others, eliciting productive solutions, getting work done, and advancing their careers. Drawing on their research into social networks, the authors examine five dimensions of energizing relationships and offer some simple questions for determining whether you are an energizer or a de‐energizer. © 2004 by Harvard Business School Publishing Corporation
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In the citing paper
“People with a lot of energy are more productive, creative and they have a positive influence on others (Ash 1913; Cross et al. 2003; Cross and Parker 2004).”
From Energy Management of People in Organizations: A Review and Research Agenda (2011) · cites this paper as Cross and Parker 2004
In the citing paper
“People with a lot of energy are more productive, creative and they have a positive influence on others (Ash 1913; Cross et al. 2003; Cross and Parker 2004).”
From Energy Management of People in Organizations: A Review and Research Agenda (2011) · cites this paper as Cross and Parker 2004
In the citing paper
“Energetic employees are imperative for an organization’s success.”
From Energy Management of People in Organizations: A Review and Research Agenda (2011) · cites this paper as Cross and Parker 2004
In the citing paper
“People with a lot of energy are more productive, creative and they have a positive influence on others (Ash 1913; Cross et al. 2003; Cross and Parker 2004).”
From Energy Management of People in Organizations: A Review and Research Agenda (2011) · cites this paper as Cross and Parker 2004
In the citing paper
“According to Cross et al. (2003, see also Cross and Parker 2004), especially political behaviors can be extremely draining.”
From Energy Management of People in Organizations: A Review and Research Agenda (2011) · cites this paper as Cross and Parker 2004
Citations
Cited by
Sorted by citations
Methot, J. R., Rosado-Solomon, E., Downes, P. E., & Gabriel, A. S. (2020) · Academy of Management Journal · doi:10.5465/amj.2018.1474 · Cited by 246
“Social emotions are part of everyday talk and experience in organizational life (Cross, Baker, & Parker, 2003), and a person ’ s level of emotional arousal can change in response to each conversational event atwork(Crossetal.,2003;Cross&Parker,2004;Quinn & Dutton,2005).”
BackgroundEnergy Management of People in Organizations: A Review and Research Agenda
Schippers, M. C., & Hogenes, R. (2011) · Journal of Business and Psychology · doi:10.1007/s10869-011-9217-6 · Cited by 91
“People with a lot of energy are more productive, creative and they have a positive influence on others (Ash 1913; Cross et al. 2003; Cross and Parker 2004).”
BackgroundAbdullah, H. O., Atshan, N. A., Al‐Abrrow, H., Alnoor, A., Valeri, M., & Bayram, G. E. (2022) · Journal of Family Business Management · doi:10.1108/jfbm-09-2022-0113 · Cited by 59
Fan, J., Wei, X., & Ko, I. (2020) · International Journal of Hospitality Management · doi:10.1016/j.ijhm.2020.102700 · Cited by 53
Altunel, M. C., & Koçak, Ö. E. (2017) · European Journal of Tourism Research · doi:10.54055/ejtr.v16i.287 · Cited by 52
Conveyed Leader PsyCap Predicting Leader Effectiveness Through Positive Energizing
Rego, A., Yam, K. C., Owens, B. P., Story, J. S. P., Cunha, M. P. E., Bluhm, D. J., & Lopes, M. P. (2017) · Journal of Management · doi:10.1177/0149206317733510 · Cited by 46
“In sum, leaders who are more able to positively energize their team members (such as leaders high in conveyed PsyCap) are more effective as team leaders (Cross & Parker, 2004).”
BackgroundSumpter, D. M., & Gibson, C. B. (2022) · Human Resource Management · doi:10.1002/hrm.22117 · Cited by 31
Zhou, F., & Mou, J. (2021) · Information Technology and People · doi:10.1108/itp-04-2020-0182 · Cited by 27
Social networks and power in organizations
Sözen, C. (2012) · Personnel Review · doi:10.1108/00483481211229393 · Cited by 20
Social Red Bull: Exploring Energy Relationships in a School District Leadership Team
Daly, A. J., Liou, Y. I., & Brown, C. (2016) · Harvard Educational Review · doi:10.17763/1943-5045-86.3.412 · Cited by 19
“These energizing interactions may assist in reducing natural gaps between people from different backgrounds, valuing individual expertise, and helping to develop and maintain a sense of confidence (Cross et al., 2007; Cross & Parker, 2004).”
BackgroundEmotional labour: The effects of genuine acting on employee performance in the service industry
Ngcobo, N., Chiwawa, N., & Wissink, H. F. (2022) · SA Journal of Human Resource Management · doi:10.4102/sajhrm.v20i0.1583 · Cited by 13
Kırkbeşoğlu, E., & Sargut, A. S. (2015) · Journal of Business Ethics · doi:10.1007/s10551-015-2637-x · Cited by 13
Frieder, R. E., Whitman, M. V., Mandeville, A. M., et al. (2022) · Personnel Review · doi:10.1108/pr-05-2021-0348 · Cited by 10
Broken Bridges: The Role of Brokers in Connecting Educational Leaders Around Research Evidence
Finnigan, K. S., Daly, A. J., Caduff, A., & Leal, C. C. (2021) · Springer eBooks · doi:10.1007/978-3-030-78755-4_6 · Cited by 10
Middleton, J. A., Krause, S. J., Judson, E., et al. (2022) · Education Sciences · doi:10.3390/educsci12020108 · Cited by 10
Lee, K., & Song, H. (2020) · Sustainability · doi:10.3390/su12239886 · Cited by 9
“As the complexity of technology increases, more work becomes more interdependent and requires more collaboration within the organization [21].”
BackgroundConceptualizing Vitality at Work: Bridging the Gap between Individual and Organizational Health
Malik, S. Z., MacIntosh, R., & McMaster, R. (2015) · Pakistan Journal of Commerce and Social Sciences · Cited by 8
Human Energy at Work and a Research on Identifying the Antecedents
Bayram, A. (2018) · Business and economics research journal · doi:10.20409/berj.2018.144 · Cited by 5
“more energy are more creative and productive and have a positive influence on other individuals (Cross and Parker, 2004).”
BackgroundEnhancing work relationships across cultures: The role of energy in cross-cultural work interactions
Sumpter, D. M., & Gibson, C. B. (2023) · International Journal of Cross Cultural Management · doi:10.1177/14705958231155009 · Cited by 6
“Current measures capturing the receipt of energy in network ties place inherent value on enthusiasm, assuming that the more positive intensity displayed in interactions, the better (e.g. Cross and Parker, 2004).”
BackgroundGive, take, or match? Styles of reciprocity, job satisfaction, and work motivation
Bellè, N., & Cantarelli, P. (2023) · Public Administration Review · doi:10.1111/puar.13731 · Cited by 6
The slow pace of building and organizing for trust in internal collaboration within social services
Tjulin, Å., Bergström, G., & Klockmo, C. (2024) · Nordic Social Work Research · doi:10.1080/2156857x.2024.2411983 · Cited by 1
“It is related to the concept of trust in that trust can be built and maintained through repeated positive interactions over time (Cross and Parker 2004).”
BackgroundMiočević, D., Maricic, M., Arslanagić-Kalajdžić, M., & Dedić, G. (2025) · Construction Management and Economics · doi:10.1080/01446193.2025.2480651 · Cited by 1
“Existing empirical research in organizational behavior found that people who are energized by others have higher levels of work performance (Cross and Parker 2004, Owens et al .”
Latendresse, F. J. (2006) · OhioLink ETD Center (Ohio Library and Information Network) · Cited by 1
Industry 4.0 and Proactive Works Council Members
Božič, M., Zoran, A. G., & Jevšček, M. (2021) · Data · doi:10.3390/data6050047 · Cited by 1
“Energetic employees are essential for the organization’s success, while people with much energy are more productive and creative, and positively impact others [11,20].”
BackgroundChen, L., Wiewiora, A. M., & Trigunarsyah, B. (2011) · Advances in environmental engineering and green technologies book series · doi:10.4018/978-1-61692-022-7.ch019 · Cited by 1
Kamali, A. (2018) · Research Online (University of Wollongong) · Cited by 1
Chen, L., Wiewiora, A. M., & Trigunarsyah, B. (2012) · IGI Global eBooks · doi:10.4018/978-1-4666-0882-5.ch503
The Interrelations among the Project Team's Conduit Networks, Knowledge Network and Its Performance
Chen, L., Gable, G. G., Wiewiora, A. M., & Trigunarsyah, B. (2009) · International Conference on Management and Service Science (MASS) · doi:10.1109/icmss.2009.5301370
“The ability of an individual to energise others is a determinant of individual and group success [21].”
BackgroundMethodInfluentialAnalysis of the Status Quo and Countermeasures of Knowledge Management in Xijing Universities
Yang, S., Zhao, Y., & Zhao, Y. (2019) · doi:10.2991/icem-18.2019.73
“This is also an effective communities with a mentor relationship.[7]It also provides a new way for tacit knowledge to be transformed into explicit knowledge.”
Background
Metadata
- Authors
- Cross, R., & Parker, A.
- Affiliations
- IBM (United States) (US)
- ORCID
- Parker, Andrew
- Venue
- Journal of Organizational Excellence
- Publisher
- Wiley
- Published
- 2004-08-12
- Volume
- 23
- Issue
- 4
- Pages
- 3-14
- ISSN
- 0277-8556 (ISSN-L)
- 1531-1864
- 1531-6653
- OpenAlex
- W2128047200
- Cited by
- 30
- References
- 0
- Citations by year
- 2025: 1 · 2024: 1 · 2023: 2 · 2022: 5 · 2021: 3 · 2020: 3 · 2019: 1 · 2018: 2 · 2017: 2 · 2016: 1 · 2015: 2 · 2013: 1 · 2012: 2
- FWCI
- 1.25
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- National Productivity Review (publishedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
- Social Sciences › Psychology › Social Psychology › Team Dynamics and Performance
- Keywords
- energizers, social networks, motivation, leadership, workplace relationships, group success, career development
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