scholarly journals Does team psychological capital moderate the relationship between authentic leadership and negative outcomes: an investigation in the hospitality industry

2018 ◽  
Vol 31 (1) ◽  
pp. 927-945 ◽  
Author(s):  
Huda A. Megeirhi ◽  
Hasan Kilic ◽  
Turgay Avci ◽  
Bilal Afsar ◽  
A. Mohammed Abubakar
Keyword(s):  
Authentic Leadership ◽  
Hospitality Industry ◽  
Psychological Capital ◽  
Negative Outcomes ◽  
The Relationship

Workplace Ostracism and Its Negative Outcomes

2016 ◽  
Vol 15 (4) ◽  
pp. 143-151 ◽  
Author(s):  
Xiaoming Zheng ◽  
Jun Yang ◽  
Hang-Yue Ngo ◽  
Xiao-Yu Liu ◽  
Wengjuan Jiao
Keyword(s):  
Affective Commitment ◽  
Psychological Capital ◽  
Intention To Leave ◽  
Future Research ◽  
Conservation Of Resources ◽  
Negative Consequences ◽  
Negative Outcomes ◽  
Workplace Ostracism ◽  
Using Data ◽  
The Relationship

Abstract. Workplace ostracism, conceived as to being ignored or excluded by others, has attracted the attention of researchers in recent years. One essential topic in this area is how to reduce or even eliminate the negative consequences of workplace ostracism. Based on conservation of resources (COR) theory, the current study assesses the relationship between workplace ostracism and its negative outcomes, as well as the moderating role played by psychological capital, using data collected from 256 employees in three companies in the northern part of China. The study yields two important findings: (1) workplace ostracism is positively related to intention to leave and (2) psychological capital moderates the effect of workplace ostracism on affective commitment and intention to leave. This paper concludes by discussing the implications of these findings for organizations and employees, along with recommendations for future research.

Authentic leadership – an antecedent for contextual performance of Indian nurses

2018 ◽  
Vol 47 (6) ◽  
pp. 1244-1260 ◽  
Author(s):  
Nishtha Malik
Keyword(s):  
Leadership Style ◽  
Authentic Leadership ◽  
Psychological Capital ◽  
Contextual Performance ◽  
Mediating Effect ◽  
Extensive Literature ◽  
Content Type ◽  
Hospital Administrators ◽  
Service Oriented ◽  
The Relationship

Purpose The purpose of this paper is to investigate the relationship between authentic leadership and contextual performance of nursing staff while considering the mediating effect of psychological capital and moderating effect of autonomy on this association. Design/methodology/approach Data were gathered from 41 small and medium-sized hospitals situated in the state of Uttarakhand, India. The sample for the study included 530 nurses and their 146 supervisors. Process macro (Hayes) was used to examine the influence of authentic leadership on contextual performance and the mediating effect of psychological capital and moderating role of autonomy in the relationship between authentic leadership and contextual performance. Findings Results indicate that authentic leadership is positively linked to contextual performance of nurses. Furthermore, psychological capital is found to mediate the relationship between authentic leadership and contextual performance while autonomy acts as a moderator between psychological capital and contextual performance. Practical implications Findings of this investigation would help healthcare managers to understand the importance of developing the psychological capital of healthcare workers. The paper draws attention of hospital administrators toward the need for setting up an appropriate environment wherein nurses are given a certain degree of autonomy to perform their task more effectively. This study also highlights the importance of an effective leadership style, namely authentic leadership in influencing contextual performance in service-oriented organizations such as healthcare institutions, as investigated in this study. Originality/value While extensive literature is available on authentic leadership and its impact on followers’ behavior, very little work seems to have been done to show a linkage between authentic leadership and contextual performance, especially in the context of nurses in developing country such as India. This work, therefore, may be considered original and of significant value in understanding the relationships between the various constructs in the Indian scenario.

Authentic Leadership and Follower Development

2010 ◽  
Vol 18 (4) ◽  
pp. 438-448 ◽  
Author(s):  
Lydia Woolley ◽  
Arran Caza ◽  
Lester Levy
Keyword(s):  
Structural Equation ◽  
Authentic Leadership ◽  
Structural Equation Models ◽  
Psychological Capital ◽  
National Sample ◽  
Future Research ◽  
Theoretical Understanding ◽  
Working Adults ◽  
Representative National Sample ◽  
The Relationship

This article contributes to the theoretical understanding of the relationship between authentic leadership and follower psychological capital. Structural equation models using a representative national sample of working adults revealed a positive relationship between authentic leadership and followers’ psychological capital, partially mediated by positive work climate, and a significant moderating effect from gender. Findings support previous predictions about the effects of authentic leadership and begin to reveal the mechanisms by which authentic leaders affect followers. Moreover, they underscore the need to consider the influence of follower characteristics in understanding leadership outcomes. Implications and directions for future research are discussed.

scholarly journals PENGARUH PSYCHOLOGICAL CAPITAL TERHADAP CAREER SUCCESS DENGAN JOB CRAFTING SEBAGAI VARIABEL MEDIASI

2019 ◽  
Vol 12 (2) ◽  
pp. 225
Author(s):  
Annisa Alfa Setyawan
Keyword(s):  
Career Success ◽  
Hospitality Industry ◽  
Psychological Capital ◽  
Partial Least Square ◽  
Least Square ◽  
Self Report ◽  
Job Crafting ◽  
The Relationship ◽  
Objective Indicators

<p><em>The study examined the relationship between psychological capital and career success with job crafting as mediating variable. This research spread the questionnaire surveying a sample of 200 employees from hospitality industry. Result from partial least square that psychological capital was positively associated with both subjective and objective indicators of career success. Job crafting resulted in higher levels of career success. Together, the findings highlight the role psychological capital and job crafting to facilitate career success employees, consistent using both self-report and significant otther ratings of psychological capital.</em><em> </em><em></em></p>

scholarly journals The relationships between authentic leadership, psychological capital, psychological climate, team commitment and intention to quit

2017 ◽  
Vol 43 (0) ◽  
Author(s):  
Sharon A. Munyaka ◽  
Adré B. Boshoff ◽  
Jacques Pietersen ◽  
Robin Snelgar
Keyword(s):  
South African ◽  
Structural Equation ◽  
Authentic Leadership ◽  
Psychological Capital ◽  
Positive Impact ◽  
Psychological Climate ◽  
Intention To Quit ◽  
Team Commitment ◽  
Organisational Behaviour ◽  
The Relationship

Orientation: The relationship between authentic leadership, psychological capital, psychological climate and team commitment in a manufacturing organisation could have a significant impact on employee intention to quit.Research purpose: To determine the relationship between five positive organisational behaviour variables (authentic leadership, psychological capital, psychological climate and team commitment) and their ultimate influence on an individual’s intention to quit. Thus, it is preceded by the determination of the structural invariance of the measurement instruments when applied to a South African sample.Justification for the study: The study sought to fill the gap in the literature in relation to understanding the effect of the relationship between psychological capital, authentic leadership, psychological climate and team commitment on the behaviour of employees in a manufacturing organisation and how this influences their decision to quit. Such a study has not previously been conducted in the South African manufacturing sector.Research design, approach and method: Utilising a non-experimental correlational approach, a self-administered composite questionnaire consisting of five psychological scales was distributed to 204 employees in the junior to senior management level at a global tyre manufacturing organisation in South Africa. Multivariate data analysis included the structural equation modelling.Main findings: There is a significantly strong positive relationship between authentic leadership, psychological capital, psychological climate and team commitment. Authentic leadership has a significant influence on psychological capital and psychological climate. This results in a positive impact on organisational commitment, leading to employees’ intention to quit.Practical/managerial implications: Manufacturing organisations need to develop and implement collaborative leadership intervention strategies aimed at improving psychological capital and psychological climate.Contribution/value-add: The findings inform researchers and management from manufacturing organisations to understand the correlation between organisational behaviour variables. This relationship informs the development and implementation of strategies aimed at furnishing psychological capital and psychological climate.

Authentic leadership and organizational citizenship behaviour: the role of psychological capital

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Subramaniam Sri Ramalu ◽  
Nadira Janadari
Keyword(s):  
Public Sector ◽  
Sri Lanka ◽  
Organizational Citizenship ◽  
Quantitative Research ◽  
Authentic Leadership ◽  
Psychological Capital ◽  
Survey Method ◽  
Content Type ◽  
The Public ◽  
The Relationship

PurposeThe purpose of this paper is to examine the direct and indirect effects of authentic leadership on organizational citizenship behaviour (OCB) with the presence of psychological capital as a mediating factor.Design/methodology/approachThis quantitative research was conducted among 396 front-line employees in six public sector organizations in Sri Lanka. A survey method was employed to collect the data.FindingsIt was found that psychological capital partially mediates the relationship between authentic leadership and OCB. In other words, the relationship between authentic leadership and OCB is both direct and indirect, mediated though psychological capital.Research limitations/implicationsThe authenticity of leaders' conduct, psychological capabilities and the outcomes of the performance, are rooted in and reinforced by the culture of the particular organization; hence, the findings should be interpreted cautiously.Practical implicationsThe framework of the present study provides a guideline to the top management of the public sector in Sri Lanka to design leadership programs that can develop authentic leaders.Originality/valueThe direct and indirect relationships established between authentic leadership and psychological capital and OCB signifies the critical importance of authentic leadership in the development of psychological capital and OCB among employees.

scholarly journals The effect of authentic leadership on job engagement

2017 ◽  
Vol 30 (1) ◽  
pp. 25-47
Author(s):  
YoungJu Choi ◽  
Jinkook Tak
Keyword(s):  
Procedural Justice ◽  
Authentic Leadership ◽  
Psychological Capital ◽  
Power Distance ◽  
Strong Support ◽  
Moderating Effect ◽  
Future Research ◽  
Job Engagement ◽  
Positive Psychological Capital ◽  
The Relationship

The purpose of this study was to examine the relationships among authentic leadership, job engagement, and procedural justice. Specifically, this study investigated the influence of authentic leadership on procedural justice and job engagement that was partially mediated by procedural justice. In addition, this study examined moderating effect of positive psychological capital on the relationship between authentic leadership and procedural justice and the effect of power distance on the relationship between procedural justice and job engagement. Data were collected from 300 Korean employees who were working in various organization via online survey, and 286 data were used for analysis, eliminating unreliable responses. The findings are as follows: First, there were positive relationships among authentic leadership, job engagement, and procedural justice. Second, the results of structural equaition analysis showed strong support for the proposed model, and the result of bootstrapping analysis supported that the effect of authentic leadership on job engagement is partially mediated by the procedural justice. Third, the results of hierarchial analysis showed that positive psychological capital moderated the relationship between authentic leadership and procedural justice, but there was no moderating effect of power distance on the relationship between procedural justice and job engagement. Finally, implications and limitations of this study with the direction for future research were discussed on the basis of the results.

Sign in / Sign up

Export Citation Format

Share Document