Does team psychological capital predict team outcomes at work?

The positive psychology movement has gained much attention in the recent past, well beyond the discipline of traditional psychology. Before the emergence of positive psychology, researches have been focused on negatively oriented factors of employees on work outcomes and behaviors. Psychological capital draws from positive psychology in positive organizational behavior. Goal orientation has emerged as a prominent theory in organizational psychology that explains the behavior and performance of employees. In the banking sector in Sri Lanka, relationship between psychological capital and goal orientation is insufficiently unexplored. The purpose of this study was to examine the relationship between Psychological Capital and Goal Orientation. For the study 168 managers were selected using Stratified Proportionate Random sampling method. Collected data were analyzed using correlation coefficient analysis and multiple regression analysis. It was discovered that, significant positive relationship between psychological capital and goal orientation. Also found that significant positive relationship between psychological capital dimensions (self-efficacy, hope, optimism and resilience) and goal orientation. Findings of this study contribute to current insights about the interrelationships on manager’s psychological capital and goal orientation, showing the importance of improving within organizational behavior.

Although modem psychology started with the charge to not only help people withproblems but also identify and build strengths in people, through the years virtuallyall the attention has been devoted to mental illness what is wrong with people andhow to repair the damage. Years ago, it was well-knownResearch psychologist, Seligman, proactively started the positive psychology movement in his address to the APA (Seligman, 1998). He charged the field of psychology to use scientific methods to study and discover the strengths that allow individuals, groups, organizations, andcommu-nities to thrive and prosper (Seligman & Csikszentmihalyi, 2000). Luthans (2002a, 2002b) extended his work in positive psychology to the work place and called it positive organizational behavior or POB. Initially, the theory-building for POB identified and supported confidence (or self efficacy), hope, optimism, subjective well-being (or happiness), resiliency, and emotional intelligence as meeting the POB criteria of being not only positive, but also unique to the organizational behaviour field, based on theory and research with valid measures, and state-like openness to development, change, and management for performance improvement (Luthans, 2002a, 2002b, 2003). Subsequent POB theory building, research, and applications have focused mostly on hope, resiliency, confidence, and optimism and their relationship to leadership (Avolio, Gardner, Walumba, Luthans, & May, 2004; Luthans & Avolio, 2003; Luthans, Luthans, Hodgetts & Luthans, 2002; Luthans, Van Wyk & Walumbwa, 2004; Peterson & Luthans, 2003). Considerable prior theory and research (e.g. Bryant & Cvengros, 2004; Luthans & Jensen, 2002; Magaletta & Oliver, 1999; Snyder, 2000; Snyder, Rand & Sigmon, 2002) have clearly demonstrated each of these positive psychological constructsto be conceptually independent with discriminately valid measures. Recent work by Luthans and colleagues (e.g., Luthans, Luthans & Luthans, 2004;Luthans & Youssef, 2004) combined or bundled POB states conceptually into the higher-order core construct of what they call 'positive psychological capital' or PsyCap. They proposed that psychological capital goes beyond the now widely recognized human capital (i.e. what you know) and social capital (i.e., who you know, and is basically 'who you (Luthans, Luthans & Luthans, 2004; Luthans & Avolio, 2003). At the individual level, psycholo-gical capital is psychological resource that may fuel growth and performance. At the organizational level, similar to human and social capital, psychological capital may provide leverage, return on investment, and competitive advantage through improved employee performance. Specifically, psychological capital is defined as a core psychological factor of positivityin general, and POB criteria meeting states in particular, that go beyond human and social capital to gain competitive advantage through investment/development of 'who you are' (Luthans, Luthans & Luthans, 2004; Luthans & Youssef, 2004). The key points of psychological capital are: (1) based on the positive psychology paradigm (i.e. the importance of positivity and human strengths); (2) includes psychological states based on positive organizational behaviour or POB criteria (i.e., unique, theory/research, valid measurement, and state-like); (3) goes beyond human capital (i.e., what you know) and social capital (i.e., who you know) to 'who you are'; and (4) involves investment and development (i.e., such as economic/financial capital) for return yielding performance improvement and resulting competitive advantage.PsyCap is defined as, an individual's positive psychological state of development and is characterized by: ( 1 ) having confidence (selfefficacy) to take on and put in the necessary effort to succeed at challenging tasks; (2) making positive attribution (optimism) about succeeding now and in the future; (3) persevering toward goals and, when necessary, redirecting paths to goals (hope) in order to succeed; and (4) when beset by problems and adversity, sustaining and bouncing back and even beyond (resiliency) to attain success. …

Individuals have long been interested in investigating on how employees show intentions towards leaving or show citizenship behavior towards organizations. This research helps to understand the impact of psychological capital on individual’s turnover intentions and organization citizenship behavior. Also, this study ascertains, the mediating function of work engagement among psychological capital and turnover intentions, and among psychological capital and organization citizenship behavior, as well. Data for the study was collected through self-administered questionnaire, where target population consists of individuals working in education sector from public and private sector in Punjab-Pakistan. Data was analyzed in two steps, at first confirmatory factor analysis (CFA) was performed for testing the fitness of model and then structural equation model (SEM) was performed for testing hypotheses. SPSS and AMOS applications were deployed for data analysis, whereas mediation was tested by using Hays process macros in SPSS. On analyzing data, significant results were found for all hypothesized direct relationships, and it was concluded that work engagement plays a significant mediating function among psychological capital and turnover intentions and also plays significant mediating role between psychological capital and organization citizenship behavior.

This study aims to determine the state of psychological capital, knowledge sharing and organizational citizenship behavior (OCB) and to find the amount of influence of psychological capital and knowledge sharing on organizational citizenship behavior in PT XYZ employees, both partially and simultaneously. The method used in this research is descriptive and verification with a quantitative approach. The population used in this study were all employees of PT XYZ, which amounted to a population of 55 respondents using non-probability sampling techniques, namely saturated sampling of 55 respondents using the Slovin formula. Based on the results obtained that respondents' responses regarding Psychological Capital are included in the sufficient category, Knowledge Sharing is included in the sufficient category and Organizational Citizenship Behavior (OCB) is included in the sufficient category. Based on the results of determination testing, it is found that Psychological Capital has an effect of 0.471 or 47.1% on Organizational Citizenship Behavior (OCB), Knowledge Sharing has an effect of 0.634 or 63.4% on Organizational Citizenship Behavior (OCB), Psychological Capital and Knowledge Sharing have an effect of 0.624 or 62.4% on Organizational Citizenship Behavior (OCB). Based on the results of partial hypothesis testing, it shows that Psychological Capital has no effect on Organizational Citizenship Behavior (OCB), Knowledge Sharing affects Organizational Citizenship Behavior (OCB). Based on the results of hypothesis testing simultaneously Psychological Capital and Knowledge Sharing affect Organizational Citizenship Behavior (OCB).

In consideration of implications of organizational citizenship behavior, it is quite necessary for scholars and human resource management practitioners, to urgently investigate the correlates of psychological capital dimensions and the dimensions of organizational citizenship behavior. The purpose of the study was twofold. Firstly, to examines the relationship between psychological capital and organizational citizenship behavior. Secondly, to investigate the relationships between the dimensions of organizational citizenship behavior and psychological capital. The study is important, because its outcomes would help the corporate world, governments and human resource managers to avert the problem of underperformance among employees by improving psychological capital and organizational citizenship behavior. The study adopted the positivist explanatory cross-sectional (survey) research design to systematically sample opinions of 1,532 male and female graduate employees across the various sectors of the Nigerian economy, using a structured and validated questionnaire, and the Statistical Package for the Social Sciences (SPSS). The results of the statistical analysis of data showed that there was a significant positive relationship between psychological capital and organizational citizenship behavior, r = 0.588, p<0.01. The results also showed that altruism, conscientiousness and civic virtue dimensions of organizational citizenship behavior are significantly positively interrelated to hope, optimism, resilience and self-efficacy dimensions of psychological capital. The study suggested that human resource managers should develop psychological capital in employees in order to increase the level of organizational performance. Recommendations of the study could assist in training and developing effective manpower capacity towards improving the economy of the nation.

Objective: This study aims to analyze the impact of employee engagement on organizational performance in government hospitals, focusing on the moderating role of Psychological Capital – comprising resilience, optimism, self-efficacy, and hope – strengthening this relationship. Theoretical Framework: Grounded in theories of employee engagement and Positive Organizational Behavior, this research positions Psychological Capital as a crucial construct that enhances an individual’s motivational and cognitive resources. Method: Using a quantitative research design, data were collected through structured surveys from hospital employees across various administrative and clinical departments. Statistical analyses revealed that employee engagement has a significant positive impact on performance, with Psychological Capital playing a moderating role that strengthens this relationship. Results and Discussion: These findings highlight the importance of a supportive work environment, especially in government hospitals. High levels of resilience, optimism, self-efficacy, and hope were shown to reinforce the link between engagement and performance. Research Implications: The implications of this study support the achievement of the Sustainable Development Goals (SDGs), particularly Good Health and Well-being (Goal 3) and Decent Work and Economic Growth (Goal 8). Strategies such as organizational learning programs, alignment with the hospital's vision and mission, and active employee participation can enhance engagement and Psychological Capital, thereby improving service quality and operational efficiency. Originality/Value: These results provide a new framework for hospital management to design interventions aimed at improving motivation, well-being, and organizational success in the face of administrative challenges and resource constraints.

Objectives: Employees' job satisfaction and organizational commitment is very important for the steady growth and development of an organization. Today, with the increase in the competitive environment, the attempts of organizations to understand how to ensure this stability have also increased. Also, it is seen that the high psychological capital of the employees and their dissent behavior increase the performance, while the high organizational power distance both reduces the performance and constitutes an obstacle in exhibiting the organizational dissent behavior. It is known that one of the most important factors contributing to the growth and development of organizations is that employees’ expression of the problems that arise in the functioning of the organization and their dissatisfaction. There are many individual, relational and organizational factors that affect organizational dissent, which expresses the ability of employees to express their views openly. One of the individual factors is the psychological capital level of the employees, and one of the organizational factors is the perceived organizational power distance. The concept of psychological capital expresses the individual's awareness of who he is and his cognitive capacity. Positive psychological capital has defined as a new movement that goes beyond economic capital, which refers to what we have, human capital, which refers to what we know, and social capital, which refers to who we know, to express who we are. According to this approach, discovering the strengths of individuals and enabling them to reveal these strengths in the most effective way contributes to individual well-being, while positively reflecting on performance and increasing productivity. Positive psychological capital provides competitive advantage by enriching the knowledge and human capital at the individual and organizational level. Organizational power distance is related to how the power balance in the subordinate-superior relationship is perceived. The concept of power distance was first aimed to explain the structure of societies. In the concept of organizational power distance, the inequality of power distribution between superiors and subordinates in organizations is mentioned. The participation of the members of the organization in organizational decisions, the level of initiative and responsibility also express the power distance. Studies have shown that high psychological capital increases organizational dissent behavior, while high power distance reduces dissent behavior. Accordingly, this research aimed to give insight for organizational communication by examining the relationships between perceived organizational power distance, psychological capital and organizational dissent. Design/methodology/approach: The sample of the study consists of 300 participants who voluntarily participated in the study with the snowball sampling method. Demographic form, organizational power distance scale, organizational dissent scale and psychological capital scale were used to gather data. Results: Findings showed that there is a significant and positive relationship between organizational dissent and psychological capital. Also it has founded that there is a negative significant relationship between organizational power distance and psychological capital, organizational dissent. Practical implications: This research draws attention to the importance of individual factors such as psychological capital in organizational communication. It provides an empirical basis for the initiatives of workplaces to increase the psychological capital levels of their employees. In addition, by drawing attention to the spread of organizational dissent culture, it paves the way for organizations to conduct cultural analysis. Originality/value: In the Turkish sample, organizational dissent, perceived organizational power distance and psychology capital concepts are evaluated together and it has a unique value in terms of being a research that reveals empirical data with quantitative study.

The transformational leadership is known as one of the most important and effective factors on organizational behaviors of the employee. Creation of the motivation and energy in the employees requires a leader with inspirational qualities. On the other hand, the organizational citizenship behavior is a factor in shaping. The current study was aimed at investigating the effects of transformational leadership on the employees’ organizational citizenship behavior. In addition, some personality traits are revealed in this study to be one of the main factors shaping the behaviors and to be moderating variables. The current study is of applied type in terms of the objective and a descriptive-correlational study in terms of data collection procedures. The data needed for the purpose of the study were collected by the use of questionnaire distributed among The 242 persons of statistical population, and these data have been analyzed by Structural Equations Modelling. The results indicated that all six hypotheses of the study were approved. In other words, the transformational leadership has positive and significant effects on both individual and organizational aspects of the organizational citizenship behavior. Also, the positive moderating role of neuroticism and extroversion in effects of transformational leadership on the individual and organizational aspects of organizational citizenship behavior was approved. The results show that the statistical community can utilize its human resources potential to create competitive advantage and develop the voluntary activities of its employees, provided that it is able to optimally implement transformational leadership style.

Workplace ostracism, Psychological Capital (PsyCap), intrinsic motivation and Organization Citizenship Behavior (OCB) are the critical factors influencing work engagement of the employees which enhances the organizational performance. This study examines the relationships between these factors to provide insights into the dynamics of employees’ work engagement within organizational contexts. Data were collected from a diverse sample of 285 employees within an organization through Google forms Questionnaire to explore experiences of workplace ostracism, levels of psychological capital, intrinsic motivation, Organization Citizenship Behavior and work engagement. Findings reveals that psychological capital are negatively correlated with workplace ostracism and positively correlated work engagement. The study highlights the importance of fostering a positive organizational culture and providing support mechanisms to mitigate the effects of workplace ostracism and promote work engagement. By recognizing and addressing the factors influencing workplace engagement, organizations can enhance employee well-being, performance, and organizational success. Keywords: Workplace Ostracism, Psychological Capital, Intrinsic Motivation, Organization Citizenship Behavior, Employee Engagement

Background and Purpose: Authentic leadership, the most noteworthy positive leadership style accepted by positive organizational behavior scholars, is famous for its contributions to psychological capitals. And, in fact, this leadership style can flourish and be experienced more easily in situations where there are supportive organizational conditions. Hence, in this study, we assume that organizational support is an important antecedent for experiencing and displaying authentic leadership. Furthermore, in organizations wherein authentic leadership is practiced, people may assume organizational support comes about thanks to their leaders’s management style, particularly where authentic leadership may shadow the effect of perceived organizational support on the psychological capitals of individuals. So, in our model we proposed that perceived organizational support will have a positive effect on both authentic leadership style and the psychological capitals of individuals. Moreover, authentic leadership will act as a mediator in this relationship. Design/Methodology/Approach: For the related field research we collected data from professionals working in the service sector in Istanbul. Related data have been analysed with structural equation modelling in order to test our hypotheses. Results: Results of this study confirmed our assumptions regarding the positive effects of perceived organizational support on authentic leadership and on four basic dimensions of psychological capital: self-efficacy, optimism, resilience, and hope. Moreover, our results confirmed the statistically significant effect of authentic leadership on psychological capital and partial mediator effect of authentic leadership in the relationship between perceived organizational support and psychological capital. Conclusion: Our results indicate the importance of empowering employees and engaging in authentic leadership behaviour in increasing psychological capitals of employees and psychologically creating a more powerful work-force.

PurposeThe purpose of this study is to explore the relationship between leadership styles, psychological capital and job engagement.Design/methodology/approachData were collected among knowledge workers working no less than 1 year in three high-tech enterprises in Henan Province, China. The investigation was conducted with the cooperation from the human resource departments of the selected enterprises from August to October 2014. To minimize potential common method bias, the authors adopted a cross-lagged design with a time gap of four months. The statistical methods included descriptive statistics, structural equation modeling (SEM) and bootstrap analysis.FindingsThe results showed: leadership styles significantly influenced employees’ psychological capital and work engagement; specifically, transformational and transactional leadership positively predicted employees’ psychological capital and work engagement; compared with transactional leadership, transformational leadership had stronger predictive power to employees’ psychological capital and work engagement; employees’ psychological capital positively predicted their work engagement; and employees’ psychological capital acts as partial mediator between leadership styles and employees’ work engagement.Originality/valueAlthough a body of studies have shown that leadership is an important factor influencing employees’ work attitude and outcomes, it is only in recent years that the effect mechanism of leadership becomes a hot subject in organizational behavior and management fields. As for leadership styles, in general, most research concerned transformational leadership, rather than transactional leadership and only a little of research compared the effects of transformational leadership and transactional leadership on employees’ work outcomes. In terms of outcomes of leadership, as noted earlier, the previous research mainly explored job performance, job satisfaction, innovation behavior, job burnout and so on. Regarding the effect of leadership styles on employees’ work engagement, in spite of more and more supportive evidence of the link between transformational leadership and work engagement, few studies examined the relationship between transactional leadership and work engagement. What’s more, to the best of our knowledge, till now, no empirical research has explored the internal mechanism of this effect from the perspective of psychological capital. Therefore, the present study is a breakthrough for the direct model of leadership styles and employees’ engagement, theoretically bridges the research gap and contributes to the existing literature by presenting a new picture of leadership behavior effect mechanism.

Much research has now documented the substantial influence of safety climate on a range of important outcomes in safety critical organizations, but there has been scant attention to the question of what factors might be responsible for positive or negative safety climate. The present paper draws from positive organizational behavior theory to test workplace and individual factors that may affect safety climate. Specifically, we explore the potential influence of authentic leadership style and psychological capital on safety climate and risk outcomes. Across two samples of offshore oil-workers and seafarers working on oil platform supply ships, structural equation modeling yielded results that support a model in which authentic leadership exerts a direct effect on safety climate, as well as an indirect effect via psychological capital. This study shows the importance of leadership qualities as well as psychological factors in shaping a positive work safety climate and lowering the risk of accidents.

The purpose of this research is to analyze and to know the influence of perceived organizational support (POS) and psychological capital toward organizational citizenship behavior (OCB) in the context of semi-military based public organization of Civil Service Police Unit (Satpol-PP) of Banyumas Regency. The results of this study are expected to provide recommendations on important elements in the management of human resources in the context of public organizations, especially regarding organizational support and psychological capital. Quantitative approach was used in this research. Respondents were numbered 136 employees of the total population of 206 employees of Satpol-PP of Banyumas Regency. Method of probability sampling with simple random sampling technique was used in sampling method in this research. Testing of the relationship between variables used simple linear regression analysis method. The results showed that perceived organizational support is positively and significantly related to OCB and psychological capital is positively related to OCB. This provides input for semi-military based organizations to improve employee welfare and development as well as increase their psychological capital to increase employee's extra role behavior, thereby increasing organizational productivity.

Leadership and organizational citizenship behavior (OCB) stayed at pinnacle in the arena of organizational behavior research since decades and has attained significant consideration of scholars pursuing to define multifaceted dynamics of leadership and their influence on follower’s behavior at work. The voluntary behavior of Organizational citizenship improves organizational effectiveness, and it goes beyond formal job duties. This study attempts to explore the association amongst transformational leadership and organizational citizenship behavior of teachers in public sector higher education institutions in Pakistan. Study of organizational citizenship behavior in educational organizations and academicians is of high value that definitely requires attention. This study examines the direct and indirect influence of transformational leadership through exploring the mediating role of emotional intelligence. The model was tested by employing structural equation modelling technique on survey responses collected from academicians. Results from 220 responses indicated that relationship between transformational leadership and Organizational Citizenship Behavior is statistically significant where Emotional Intelligence plays an important role as a mediator. The results support and add to the positive effects of transformational leadership style interconnected with extra role behavior at work making it more meaningful. The findings make a significant contribution to leadership and organizational behavior literature in higher education sector and propose that organizations should implement practices that help in enhancing the level of organizational citizenship behavior in organizations.

Rumination, psychological capital and academic procrastination among nursing students: A cross-sectional study