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"Psychological Capital"
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The power of shared positivity: organizational psychological capital and firm performance during exogenous crises
This study examines the influence of organizational psychological capital on the performance of small and medium-sized companies (SMEs) during crises. We argue that SMEs use their intangible resources to cope with difficult situations such as the COVID-19 pandemic. Therefore, we investigate how organizational psychological capital impacts performance and creative innovation through such intangible resources, namely, organizational citizenship behavior, solidarity, and cooperation. Methodologically, we combine structural equation modelling and regression analysis on a dataset of 379 SMEs. Our results support the notion that organizational psychological capital positively influences creative innovation of SMEs and thus performance during crises. Our research contributes to the organizational behavior literature by showing that psychological resources of SMEs can strengthen performance in times of crisis and help to prepare for future ones.Plain English SummaryThe COVID-19 pandemic has impacted our economic system tremendously and continues to be a threat, especially for small and medium-sized companies (SMEs). Our research shows that a shared positive thinking, namely, Organizational Psychological Capital, can be used by SMEs to counteract the negative effects of exogenous crises, such as the COVID-19 pandemic. Using a dataset of 379 SMEs, we highlight that organizational psychological capital positively affects creative innovations of SMEs and leads to better performance. Thus, the principal implication of our study is the fact that SMEs should place a stronger emphasizes on their organizational psychological capital and try to stay positive, as it will help them to come up with innovative ideas coping with the effects of the crisis, ultimately increasing their performance and survival rate.
Journal Article
Psychological capital : developing the human competitive edge
This book draws from a foundation of positive psychology and recently emerging positive organizational behavior (POB). Its purpose is to introduce the untapped human resource capacity of psychological capital, or simply PsyCap. This PsyCap goes beyond traditionally recognized human and social capital and must meet the scientific criteria of theory, research, and valid measurement. To distinguish from other constructs in positive psychology and organizational behavior, to be included in PsyCap the resource capacity must also be “state-like” and thus open to development (as opposed to momentary states or fixed traits) and have performance impact. The positive psychological resource capacities that meet these PsyCap criteria — efficacy (confidence), hope, optimism, and resilience — are covered in separate chapters. These four resource capacities are conceptually and empirically distinct, but also have underlying common processes for striving to succeed and when in combination contribute to a higher-order, core construct of psychological capital. Besides these four, other potential positive constructs such as creativity, wisdom, well being, flow, humor, gratitude, forgiveness, emotional intelligence, spirituality, authenticity, and courage are covered in Chapters 6 and 7. The concluding Chapter 8 summarizes and presents the research demonstrating the performance impact of PsyCap, the PsyCap questionnaire (PCQ) for measurement and the PsyCap Intervention (PCI) for development. Utility analysis indicates that investing in the development of PsyCap can result in a very substantial return. In total, this book provides the theory, research, measure, and method of application for the new resource of Psychological Capital that can be developed and sustained for competitive advantage.
eBook
Facing organizational crises: The importance of validating psychological capital scale using Angolan sample
Purpose: The main goal of this study was to validate the Angolan version of the PCQ-24, using samples of employees who develop their work in adverse situations and need to deal daily with different constraints in their work environment. Originality/value: Although several studies have confirmed the factorial validity of the psychological capital scale in different countries, this is a pioneering validation study of psychological capital in Angola, using two independent samples (sample 1 = 478 employees, and sample 2 = 200 employees). Design/methodology/approach: The present study uses a quantitative methodology. Confirmatory factor analysis was used to test the five competing models reported in previous studies with cultures similar to Angola (e.g., Portugal and Brazil). Findings: Contrary to previous findings in studies performed in countries with cultures similar to Angola, the results show that the 4-factor model had a better fit for the data. The discriminant validity of the psychological capital scale was confirmed by performing the correlation analysis with internal learning. Validation of the psychological capital scale in Angola may provide managers with tools to assess and develop the psychological capabilities of their employees. The validation of the psychological capital scale may contribute to the organizational ment in an uncertain context.
Journal Article
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.
Journal Article
Work Overload and Affective Commitment: the Roles of Work Engagement, Positive Psychological Capital, and Compassion
Work overload is often inevitable in the workplace and is known to have a negative impact on employees' attitudes and behaviors. In this study we explored the mechanism through which work overload is negatively related to employees' affective commitment and how the negative effect of
work overload could be mitigated. Using data obtained from 269 employees in South Korea, our results show that positive psychological capital and work engagement serially mediated the negative relationship between work overload and affective commitment. In addition, the negative relationship
between work overload and affective commitment was moderated by the extent to which an employee experienced compassion at work. Our findings extend knowledge of how work overload is associated with employees' affective commitment and shed light on the importance of helping employees experience
compassion at work to alleviate the negative impacts of work overload. Theoretical and practical implications are discussed.
Journal Article
The Effect of Personal Environment Suitability and Work Environment of Luxury Hotels on Psychological Capital and Innovation Behavior
The purpose of this study is to determine the impact of personal environment suitability and the work environment of luxury hotels on psychological capital and innovation behavior. Seven hypotheses were proposed. First, the work environment will have a positive effect on psychological capital. Second, personal environment suitability will have a positive effect on psychological capital. Third, the work environment will have a positive impact on innovation behavior. Fourth, the suitability of one’s environment will have a positive impact on one’s innovation behavior. Fifth, psychological capital will have a positive (+) effect on innovation behavior. Sixth and seventh, work environment and personal environment suitability will have a positive (+) effect on innovation behavior through psychological capital. To achieve the purpose of this study, eligible respondents (n = 327; 214 male and 113 female) were recruited from four-star hotels or higher located in Seoul, Incheon, and Gyeonggi-do and then evaluated for an online survey method. Hypothesis verification was conducted through CFA and structural equation model analysis. As a result of the analysis, all hypotheses except Hypothesis 3 were adopted. Personal environmental suitability drives innovation behavior at the organizational level, but programs that recognize work environment fit are also needed. This study has an advantage in that psychological capital has a mediating role in the relationship between work environment, personal environment suitability, and innovation behavior. As a result, it is suggested that hotels need to understand the psychological state of their members and manage their responses and attitudes. This study also suggests that personal environment suitability leads to organizational-level innovation behavior, but programs for work environment suitability are also needed.
Journal Article
The role of teacher support, students’ need satisfaction, and their psychological capital in enhancing students’ self-regulated learning
Because self-regulated learners do better in university and tend to be successful students, many authors consider that the development of self-regulatory learning skills in students has to become a priority for higher education. The present study aimed to investigate the explanatory role of psychological capital, as a personal resource, over and above teacher support and needs satisfaction, in relation to students' preference for self-regulating their learning (i.e., using cognitive strategies and self-regulation in academic learning). Data were collected from a convenience sample made up of 236 Romanian first-year students of psychology. Hierarchical multiple regressions indicated that psychological capital has an important role, over teacher support and the need for competence satisfaction, in the explanation of the students' preference for self-regulating their learning. From the practical perspective, research findings support educational practice interventions in enhancing self-regulation learning, because all three explored variables are changeable or malleable and can be fulfilled or improved through training.
Journal Article
Authentic leadership and organizational commitment: the mediating role of positive psychological capital
Purpose: This study analyzes the mediating role of positive psychological capital in the
relationship between authentic leadership and organizational commitment.
Design/methodology/approach: This quantitative study presents a model in which were
considered as variables mediating the relationship between authentic leadership and
organizational commitment, the four dimensions of positive psychological capital (optimism,
resilience, self-efficacy, hope).
Findings: The results showed that positive psychological capital mediates the relationship
between authentic leadership and organizational commitment. However, they also indicate that
this mediation is only made for three of the four dimensions of positive psychological capital
(self-efficacy, hope and optimism). They also show that resilience negatively affects
organizational commitment.
Originality/value: The value of this study is to strengthen the interest in the study of positive
psychological capital as a mediating variable and the importance of development that each of its
dimensions and the impact they may have on other variables, as demonstrated by the results.
Journal Article