Similar to the role of positivity in the workplace, the importance of engaged employees has long been recognized and assumed to have an impact on performance. However, also like positivity in general, only in recent times, with the advent of evidence-based management, has focused scientific attention (i.e., theory building and empirical analysis) been given to the better understanding of engagement and its impact. Yet, despite the now recognized importance, Gallup surveys consistently find that most employees in all types of organizations across the world are not fully engaged in their work (e.g., Avolio & Luthans, 2006; Harter, Schmidt, & Hayes, 2002).