Employee Psychological Capital Research Articles

Inclusive leadership, employee performance and well-being: an empirical study

PurposeThis study examines the impact of inclusive leadership on two important work outcomes, i.e., employee performance and well-being. In order to better understand the above relationships, this study theorizes that employee psychological capital is a mediating mechanism and family motivation is a moderating mechanism.Design/methodology/approachThe authors collected 370 responses in three different time waves with an interval of one week. All the constructs of the study were rated by employees except for the supervisor’s family motivation, which was rated by their supervisors. Given the predictive nature of the study, partial least squares structural equation modeling (PLS-SEM) was used for data analysis.FindingsThe authors' findings confirm the mediating role of employee psychological capital in the relationship between inclusive leadership and employee performance and in the relationship between inclusive leadership and employee well-being. The moderating effects of supervisor family motivation in the relationship between inclusive leadership and employee performance were also significant; however, the authors did not find empirical support for the moderating effects of family motivation in the relationship between inclusive leadership and employee well-being.Originality/valueDrawing on the conservation of resources (COR) theory, the present study extends the authors' understanding of the unique ways in which inclusive leadership improves employee performance and benefits their well-being.

The Varying Effects of Four Components of Employee Psychological Capital on Sustainable-Business-Model Innovation in the New Normal

In view of the intensification of market uncertainty and complexity, interest in sustainable-business-model innovation (SBMI) has increased among both global companies and educational institutions in the new normal. However, although many organisations find it challenging to accomplish their sustainability goals, limited research has delved into SBMI in the post-pandemic era. To address this research gap, we adopt a unique micro-foundational approach to investigate how the four components of employees’ psychological capital (PsyCap) affect SBMI. Based on a primary survey of 430 employees of small and medium-sized Chinese enterprises using online and offline methods, we used structural equation modelling to analyse the results. We found that optimism, hope, and self-efficacy were each positively related to SBMI, with resilience moderating these positive associations. The main theoretical contribution of our study is the use of a micro-foundational approach to unravel the different effects of the four dimensions of PsyCap on SBMI, thus offering novel insights into a deeper, more comprehensive understanding of relevant issues in the age of the COVID-19 pandemic. Practically, our findings can help global managers to develop strategies to leverage the psychological resources of individuals in order to cope with firm-level innovation challenges during this turbulent time.

Difference-in-Differences Test for the Effect of Extreme Weather upon Enterprise Productivity

Abstract This paper establishes DID and PSM-DID models to examine the effect of extreme weather on enterprise productivity, using empirical evidence from natural experiments of torrential rainstorm in Zhengzhou of China. Based on analysis of empirical results, we find that extreme weather has a negative impact on enterprise productivity, psychological capital plays a regulatory role in this influence, and decrements of enterprise productivity with high psychological capital is smaller than enterprises with low psychological capital. The results of this study provide empirical data support to understand the negative effect of extreme weather upon enterprise productivity and the positive role of employee psychological capital.

The Relationship between Charming Women’s Leadership, Employee Psychological Capital, and Innovation Performance – Taking the Chinese Psychological Counseling Industry as an Example

This study takes psychological counseling enterprises as the object and explores the impact of charismatic female leadership style and personality traits on followers through psychological capital as a mediator. First, the method of literature research is used to determine the four dimensions of charismatic leadership in the psychological counseling industry: inspirational motivation, role modeling, individualized consideration, and personal risk-taking (independent variables), employee psychological capital (mediator variable), and innovative performance (dependent variable). A theoretical model and framework for the study are designed, and theoretical hypotheses are proposed for the relationships between variables. Second, a survey of 300 psychological counseling-related organizations is conducted to establish an association model, and multiple regression and structural equation modeling are used to test the results. The data are further analyzed through qualitative and quantitative analysis. Research results show that in charismatic leadership, inspirational motivation, role modeling, and individualized consideration have significant positive impacts on employee innovation performance; while personal risk-taking in charismatic leadership has no significant impact on employee innovation performance; psychological capital (self-efficacy, resilience, optimism, hope) has a positive effect on employee innovation performance; psychological capital plays a partial mediating role in the relationship between charismatic female leadership, its factors, and employee innovation performance. Therefore, charismatic female leadership in the psychological counseling industry enhances employees’ psychological capital through inspirational motivation, role modeling, and individualized consideration, thereby increasing their psychological capital. By enhancing employees’ psychological capital (self-efficacy, resilience, optimism, and hope), it promotes innovative performance and ultimately improves organizational performance, thus contributing to the development of the psychological counseling industry.

The Effect of Techno-stressor and Psychological Capital on Task Performance with Burnout as a Mediation

This study examines the effect of techno-stressor and psychological capital on task performance through burnout mediation. Data collection used an online survey using a self-enumeration previous research questionnaire. The research sample is 181 employees in the public sector. Data analysis was performed using the Partial Least Square Structural Equation Model (PLS-SEM) with the SmartPLS 3.0 statistical program. The results showed that the techno-stressor had a significant positive effect on burnout and a negative effect on task performance but not significant. Psychological capital has a significant negative effect on burnout and a significant positive effect on task performance. In addition, burnout has a significant negative effect on task performance. From the role of mediating burnout between techno-stressor and psychological capital on task performance, the direction of the relationship supports previous research, but it is not significant. This study concludes that organizational management needs to pay attention to techno-stressor factors and psychological capital in managing employee task performance. Efforts to reduce technostress and increase employee psychological capital can help improve task performance and reduce the risk of burnout. The implications of this research can be used as a basis for developing better human resource management strategies in overcoming technostress and increasing employee psychological capital to improve task performance and productivity in the workplace

The Influence of Peer Support on Employee Psychological Capital during the COVID-19 Pandemic

ABSTRACT During the COVID-19 pandemic, the individual might feel isolated, and his psychological capital (PsyCap) is negatively influenced. Most research on peer support has focused on its contribution to employee well-being when the peers are in the same workplace. Scant research targets the times of lockdowns and social distancing. This paper investigates how peer support influences employee PsyCap during the COVID-19 pandemic. By conducting a questionnaire with N = 42 employees and three online focus groups with N = 15 employees out of N = 350 employees working at an international organization operating in Egypt as a bilateral development partner funded by the German government, the paper concludes that peer support has a positive influence on employee PsyCap, especially self-efficacy, hope, and optimism.

Peran Empowering Leadership Style dalam Meningkatkan Kepuasan Kerja Pegawai pada Organisasi Pemerintah

The purpose of this study was to determine the effect of empowering leadership style on employee job satisfaction mediated by psychological capital, psychological well-being, and employee work engagement in government organizations. The study draws on survey data with 129 respondents from employees in Indonesia government agency. Confirmatory factor analysis was conducted to examine the convergent validity of the construct measures. Partial least square (PLS) Algorithm was used to estimate the fit of the hypothesized model to the data. The research found that empowering leadership has a significant effect on the psychological capital, work engagement, and psychological well-being of employees. The role of employee psychology capital has a positive influence on the relationship between empowering leadership styles with psychological well-being and employee work engagement. The results of this study also found that the role of employee psychological capital mediation did not significantly influence the relationship between empowering leadership style and employee job satisfaction, but the role mediation of psychological well-being and work engagement became a good mediating variable on the relationship between empowering leadership style and job satisfaction. The results of this research are expected to be useful academically and managerially for government organizations in Indonesia.

Employee Perceptions of Organisational Emotional Intelligence and Psychological Capital Amongst Public Servants in Uganda

We developed and tested a model examining the association between organisational emotional intelligence and psychological capital in the workplace. Employing the organisational positivity argument, we proposed that organisational emotional intelligence be associated with higher order psychological capital. We tested our hypothesis using cross sectional data from employees from public organisations in Uganda. The study established that employee perceptions emotional intelligence organization organisations could be associated with employee psychological capital. organisational managers should develop organisational emotional intelligence which is manifested through job happiness, compensation satisfaction, supervisory leadership, organisational cohesiveness, responsiveness, work life stress management, diversity and anger management, and positive impression management creating a positive emotionally intelligent organisatiion to develop psychological capital for positive outcomes.

Analysis of the Influencing Factors of Team Creativity to Organizational Innovation Based on QCA Analysis

Objectives: Psychological capital is the core element that represents individual initiative, which lays an important foundation for individual to gain competitive advantage. In the team organization, the employee’s active psychological resource is the main source of the organizational innovation power. Therefore, the factors that influence the organization innovation based on the team creativity of QCA analysis are analyzed in this paper. Methods: Based on the analysis of the basic principle of psychological capital and the atmosphere, motivation and performance of team innovation, the mechanism of interaction between mental capital and team innovation, it is found out that innovation is the embodiment of employee psychological capital are explored in this paper. Results: And a model of innovation power based on psychological capital is proposed. The validity and reliability of the model are validated by QCA analysis. Conclusion: The simulation results show that the research has found out the mechanism of team creativity on organizational innovation, and it has a good reference meaning and application value to improve the creative power of team innovation.

The Impact of Psychological Capital Towards Job Satisfaction During COVID-19 Pandemic (Case Study at Government Institution in Cilegon City, Indonesia)

This government institution is one of the public services that focus on women's empowerment, child protection, and government affairs in the field of population control and family planning. However, when the COVID-19 pandemic occurred the service offered is not worked as well as the service motto that has been set by the organization. Based on Government Performance Accountability Report 2020, the organization's performance has decreased because several program's strategic objectives have not met the predetermined targets. The problems that have been identified from the preliminary interview can be categorized into issues related to employee job satisfaction. The researcher suspects that job satisfaction can be one of several issues that can affect employee performance. Positive psychological capital has a significant relationship with employee performance and job satisfaction. Also, the four facets of psychological capital (hope, efficacy, optimism, and resilience) may be a better predictor of performance and satisfaction. The condition of employee psychological capital can have a positive or negative impact on job satisfaction, so in this research, the researcher will analyze the impact of psychological capital towards job satisfaction. The researcher using PCQ-24 by Luthans and Job Satisfaction Survey by Spector questionnaire to determine the condition of psychological capital and job satisfaction. After the data has been gathered, the author uses descriptive analysis to determine the condition of psychological capital and job satisfaction. Also, uses linear regression to determine the impact of psychological capital towards job satisfaction.

Effects of tourism CSR on employee psychological capital in the COVID-19 crisis: from the perspective of conservation of resources theory

ABSTRACT The main purpose of this research was to illustrate how companies contributed to employee psychological capital in tourism during the COVID-19 crisis based on the conservation of resources theory (CoR). Psychological capital including self-efficacy, hope, resilience and optimism is a key source of support at work, especially during challenging events. With threats to health and job security, employee psychological capital was unlikely to recover on its own naturally. However, tourism companies can augment employee psychological capital through corporate social responsibility (CSR). The effects of CSR on employee psychological capital remains unclear. This research examined differing effects of CSR on self-efficacy, hope, resilience and optimism. Based on a survey of 430 employees in tourism in China, the results showed that CSR had positive impacts on employee self-efficacy, hope, resilience and optimism through employee satisfaction with corporate COVID-19 responses. In addition, individual loss orientation strengthened the effects of CSR on employee self-efficacy, hope, resilience and optimism.

When ethical leadership and LMX are more effective in prompting creativity

PurposeDespite the immense amount of literature on ethical leadership and leader‒member exchange (LMX), little is known about how and when ethical leadership and LMX are more/less effective in prompting employee creativity. It is proposed that ethical leadership affects creativity through LMX. Furthermore, the authors draw upon an interactionist perspective and suggest that employee psychological capital is a dispositional boundary condition that influences the effectiveness of LMX in promoting employee creativity. The paper aims to discuss these issues.Design/methodology/approachUsing a survey questionnaire, data were collected from 557 nurses and their supervisors working in public sector hospitals. The data were collected in two phases (time lagged) to avoid common method bias. Moderated mediation analysis was performed, using model 14 of PROCESS, to probe hypothesized relationships.FindingsThe results of the moderated mediation suggest that ethical leadership and LMX predict creativity. Ethical leadership indirectly affects creativity through LMX. Employee psychological capital moderates the direct effect of LMX and the indirect effect of ethical leadership on employee creativity.Research limitations/implicationsThe study contributes to the extant literature, as the findings suggest that, being a dispositional boundary condition, psychological capital plays a contingent role in explaining LMX and the ethical role of leaders in fostering creativity. Moreover, the results also confirm previous findings, which suggested that ethical leaders promote creativity.Practical implicationsThe findings imply that ethical leadership and exchange relationships are important for promoting creativity. Given that creativity is a complex product of an individual’s behavior, high psychological capital employees obtain benefits of quality exchange relationships and utilize them to elicit creativity. Managers are recommended to proactively develop and promote exchange relationships as well as positive psychological resources among employees to achieve creativity.Originality/valueThe study is unique in its scope and contribution, as it tries to develop an understanding of how and when ethical leadership and LMX foster employee creativity. Using an interactionist perspective to theorize psychological capital as a second-stage moderator is, thus, a unique contribution of this study.

Understanding the Role of Psychological Capital in Humorous Leadership-Employee Creativity Relations.

This paper aims to examine how humorous leadership enhances employee workplace creativity from a novel angle of employee psychological capital (EPC). This study also explores the moderating roles of supervisor-subordinate dyadic tenure and work autonomy in the proposed model. Data from a sample of 355 supervisor-subordinate dyads working in an information technology enterprise in the People’s Republic of China was used to test the assumed moderated mediation model. The results indicate the positive relationship between humorous leadership and employee workplace creativity, which is partially mediated by EPC. Moreover, work autonomy significantly moderates the relationship between EPC and employee creativity. Humorous leadership has a significant effect on the extra role behavior of subordinates, leading to workplace creativity. The deliberate establishment of a humorous image by leaders may encourage subordinates to achieve creative goals. Combined with traditional management practices that emphasize the supportive behaviors of leaders, leaders can use humor to provide an open and friendly atmosphere for employees, thereby encouraging creativity in the workplace. Organizations should also place greater emphasis on employee work autonomy, giving employees enough flexibility on when and how they deal with their work; this could enhance the positive impact of other factors on employee workplace creativity. These findings carry implications for research on humorous leadership, EPC, and creativity.

RELATIONSHIP BETWEEN LEADERS’ AND FOLLOWERS’ PSYCHOLOGICAL CAPITAL AND THE MEDIATING ROLE OF POS AND AUTHENTIC LEADERSHIP

Purpose: The purpose of this paper is to investigate the relationship between leader and employee psychological capital. Drawing from positive psychology theory and social learning theory, the main hypothesis is that leader psychological capital is associated with employee psychological capital. The further hypotheses are based in social exchange theory and associated organizational support theory and propose that this relationship is explained through perceived organizational support and authentic leadership. Design/methodology: Multi-source data came from random sample of 406 enterprises in Poland. A cross-sectional survey study was conducted using personal interview (CAPI) on 406 leaders and theirs 406 employees. In this investigation participants assessed their psychological capital. Furthermore, the followers were asked to evaluate their leaders in terms of being authentic and to rate their own level of perceived organizational support. Findings: The results suggest that the relationship between leader psychological capital and employee psychological capital which is proved, is mediated but not by perceived organizational support. The relationship between leader psychological capital and employee psychological is partially mediated by authentic leadership. Results also indicate that authentic leadership may be a better predictor of perceived organizational support then psychological capital. In addition, there is a significant positive relationship regarding the leader psychological capital and authentic leadership. Practical implications: Organizations can increase employee psychological capital, by paying attention to the psychological capital of their leaders and perceived organizational support of followers. Fostering leaders psychological capital organizations help leaders became more authentic what have a positive impact on their followers.

An Interaction between Employee Psychological Capital, Perceived Organizational Fit, and Work Well-Being on Organizational Commitment: An Empirical Study on E-Commerce Industry in Indonesia

The joining of the Millennial generation with their different characteristics and values in the workforce has brought new challenges to human capital management. However, research related to employee well-being and organizational commitment of the Millennial generation is still difficult to find in Indonesia. This study aims to investigate the role of psychological capital and perceived organizational fit to employee well-being and organizational commitment of the Millennial employees in e-commerce industry in Indonesia. Data were collected through a survey of 288 Millennial employees who work in e-commerce industry in Jakarta. We found that employee well-being and organizational commitment are positively associated with both psychological capital and organizational fit, while employee well-being also mediates the relationship between psychological capital and perceived organizational fit toward organizational commitment. The results contribute to better understanding of attitude of the Millennial generation and specifically to the predictors of employee well-being and commitment at work, especially in the e-commerce industry.

Authentic leadership, followership, and psychological capital as antecedents of work engagement

The present study investigated authentic leadership, psychological capital, and followership behaviour influences on work engagement of employees. Respondents were 901 South African employees within the healthcare industry organisation (n = 647) and mining industry (n = 254). The employees completed questionnaires on authentic leadership, psychological capital, and followership behaviour, and work engagement. Results following structural equation modelling and mediation analysis suggest work engagement to be explained by the psychological capital of the employee rather than by authentic leadership qualities. Improving employee psychological capital has the potential to enhance the levels of work engagement of employees.

RELATIONSHIP BETWEEN LEADERS’ AND FOLLOWERS’ PSYCHOLOGICAL CAPITAL AND THE MEDIATING ROLE OF POS AND AUTHENTIC LEADERSHIP

Purpose: The purpose of this paper is to investigate the relationship between leader and employee psychological capital. Drawing from positive psychology theory and social learning theory, the main hypothesis is that leader psychological capital is associated with employee psychological capital. The further hypotheses are based in social exchange theory and associated organizational support theory and propose that this relationship is explained through perceived organizational support and authentic leadership. Design/methodology: Multi-source data came from random sample of 406 enterprises in Poland. A cross-sectional survey study was conducted using personal interview (CAPI) on 406 leaders and theirs 406 employees. In this investigation participants assessed their psychological capital. Furthermore, the followers were asked to evaluate their leaders in terms of being authentic and to rate their own level of perceived organizational support. Findings: The results suggest that the relationship between leader psychological capital and employee psychological capital which is proved, is mediated but not by perceived organizational support. The relationship between leader psychological capital and employee psychological is partially mediated by authentic leadership. Results also indicate that authentic leadership may be a better predictor of perceived organizational support then psychological capital. In addition, there is a significant positive relationship regarding the leader psychological capital and authentic leadership. Practical implications: Organizations can increase employee psychological capital, by paying attention to the psychological capital of their leaders and perceived organizational support of followers. Fostering leaders psychological capital organizations help leaders became more authentic what have a positive impact on their followers.

일학습병행제 참여 중소기업 재직자들의 심리적자본이 조직몰입에 미치는 영향 : 기업현장교사와 학습근로자 간 LMX의 조절효과를 중심으로

일학습병행제 참여 중소기업 재직자들의 심리적자본이 조직몰입에 미치는 영향 : 기업현장교사와 학습근로자 간 LMX의 조절효과를 중심으로

Leader psychological capital and employee work engagement

PurposeThe purpose of this paper is to investigate the relationship between leader psychological capital and employee work engagement. Drawing on conservation of resources theory, the authors hypothesize that leader psychological capital is associated with employee work engagement through employee psychological capital. The authors further hypothesize that team collectivism moderates the relationship between leader psychological capital and employee psychological capital.Design/methodology/approachMulti-source data came from 44 team leaders and 307 employees in Mainland China.FindingsThe results suggest a trickle-down relationship between leader psychological capital and employee psychological capital, which in turn is linked to employee engagement. In addition, the relationship between leader psychological capital and employee psychological capital is stronger (weaker) when team collectivism is lower (higher).Practical implicationsBy paying attention to the psychological capital of both employees and their leaders, organizations can increase employee engagement which is an important work outcome.Originality/valueWork engagement is important in the workplace because it is related to a variety of employee work and life outcomes. Prior research has examined the antecedents of work engagement, but little is known about the role of leader psychological capital, a positive psychological state, in shaping employee work engagement. This research applied a resource conservation process model of leader positivity on employee engagement that is mediated by employee psychological capital. This study contributes to a better understanding of the theoretical foundation of leader psychological capital.

Get Resources from Work and Engage in Voice:How and Why P-E Fit Affects Voice Behavior

Existing research has examined the effect of social context on voice behavior such as interaction with supervisor, but the role of person-environment fit has received little attention. This research attempts to address this important issue from a conservation of resources perspective by exploring how and why person-job fit as well as person-organization fit could potentially affect voice behavior. Our findings indicate that person-job fit is positively related to voice behavior through the mediating effect of employee's psychological capital. Furthermore, person-organization fit moderates the relationship between person-job fit and psychological capital, as well as the indirect effect of person-job fit on voice behavior, such that the positive relationship and the indirect effect are stronger for employees with high person-organization fit. The current research highlights other important contextual factors and investigates how these factors could affect employee voice. Theoretical contributions, practical...