Authentic Leadership and Positive Psychological Capital

Clapp‐Smith, Rachel; Vogelgesang, Gretchen R.; Avey, James B.

doi:10.1177/1548051808326596

Cited by 386 publications

(124 citation statements)

References 44 publications

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“…With its roots in positive psychology, authentic leadership has been said to instill hope and optimism (Avolio et al, 2004), positive health (Macik-Frey et al, 2009), and eudemonic well-being (Ilies et al, 2005). While empirical findings relate authentic leadership positively to psychological capital (Clapp-Smith et al, 2009;Rego et al, 2012), positive working relations (Wang et al, 2014), well-being (Toor and Ofori, 2009), empowerment (Wong and Laschinger, 2013), and negatively to adverse health outcomes (e.g., burnout, stress; Laschinger and Fida, 2014a;Laschinger and Fida, 2014b;Laschinger et al, 2012;Rahimnia and Sharifirad, 2014), there is no research that links it to leaders' or followers' work-life balance. In the face of organizational initiatives and government policies for employee well-being (Fleetwood, 2007;Morganson et al, 2014;Munn, 2013;Wang and Verma, 2012), and a range of positive outcomes that work-life balance holds (e.g., job satisfaction, life satisfaction, mental health; Haar et al, 2014; career advancement potential; Lyness and Judiesch, 2008), we believe that analyzing this relationship is an important endeavor.…”

Section: Crossover Of Work-life Balance Perceptionsmentioning

confidence: 99%

Crossover of Work–Life Balance Perceptions: Does Authentic Leadership Matter?

2016

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The full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. AbstractThis research contributes to an improved understanding of authentic leadership at the work-life interface. We build on conservation of resources theory to develop a leader-follower crossover model of the impact of authentic leadership on followers' job satisfaction through leaders' and followers' work-life balance. The model integrates authentic leadership and crossover literatures to suggest that followers perceive authentic leaders to better balance their professional and private lives, which in turn enables followers to achieve a positive work-life balance, and ultimately makes them more satisfied in their jobs. Data from working adults collected in a correlational field study (N = 121) and an experimental study (N = 154) generally supported indirect effects linking authentic leadership to job satisfaction through work-life balance perceptions. However, both studies highlighted the relevance of followers' own work-life balance as a mediator more so than the sequence of leaders' and followers' work-life balance.We discuss theoretical implications of these findings from a conservation of resources perspective, and emphasize how authentic leadership represents an organizational resource at the work-life interface. We also suggest practical implications of developing authentic leadership in organizations to promote employees' well-being as well as avenues for future research.

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Section: Crossover Of Work-life Balance Perceptionsmentioning

confidence: 99%

Crossover of Work–Life Balance Perceptions: Does Authentic Leadership Matter?

2016

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“…Recientes estudios realizados en diversos países y utilizando diferentes grupos ocupacionales, apoyan la existencia de una relación positiva entre el capital psicológico positivo y otras variables psicosociales y organizacionales tales como el liderazgo, la confianza, la creatividad, y el rendimiento, entre otras (Clapp-Smith, Vogelgesang y Avey, 2009;Rego, Sousa, Marqués y Pina e Cunha, 2012). Por ejemplo, en un estudio longitudinal de Clapp-Smith, et al (2009) que incluyó 89 empleados de 26 pequeñas tiendas de ropa en Estados Unidos, se investigó la relación entre el liderazgo, la confianza, el capital psicológico positivo y el rendimiento utilizando un nivel de análisis grupal.…”

Section: Capital Psicológico Positivounclassified

“…Por ejemplo, en un estudio longitudinal de Clapp-Smith, et al (2009) que incluyó 89 empleados de 26 pequeñas tiendas de ropa en Estados Unidos, se investigó la relación entre el liderazgo, la confianza, el capital psicológico positivo y el rendimiento utilizando un nivel de análisis grupal. Se encontró que el capital psicológico positivo y el rendimiento estaban mediados por la confianza que, a su vez, también mediaba parcialmente la relación entre el liderazgo auténtico y el rendimiento.…”

Section: Capital Psicológico Positivounclassified

“…Hasta la fecha, el PCQ solo ha sido validado en Estados Unidos y en Nueva Zelanda (Clapp-Smith, et al, 2009;Caza, Bagozzi, Wooley, Levy y Caza, 2010). Mientras que el constructo de capital psicológico se ha mostrado útil en otros países, estudios previos han utilizado medidas menos desarrolladas o han fracasado al poner a prueba la estructura del factor de segundo orden del PCQ (Luthans, Avey, ClappSmith y Li, 2008).…”

Section: Nivel General Del Capital Psicológico Positivounclassified

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Capital psicológico positivo. Validación del cuestionario PCQ en España.

et al. 2014

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Resumen: En este estudio se describe el constructo de capital psicológico positivo (Luthans y Youssef, 2004) y la validación en España de un instrumento para medirlo: el PCQ (Psychological Capital Questionnaire). Este cuestionario mide cuatro aspectos diferentes, aunque relacionados entre sí, del concepto más amplio de capital psicológico. Estos aspectos son la autoeficacia, la esperanza, el optimismo y la resiliencia. Los resultados obtenidos (N = 372) a través del modelado de ecuaciones estructurales confirmaron que la versión española del cuestionario presenta una alta fiabilidad, así como validez convergente y discriminante. Se discuten los resultados, aportaciones y limitaciones del presente estudio. Palabras clave: Capital psicológico positivo; autoeficacia; esperanza; optimismo; resiliencia.Title: Positive psychological capital. Validation of the Spanish version of the PCQ questionnaire. Abstract: This study describes the construct of positive psychological capital (Luthans and Youssef, 2004) and the validation of the Spanish version of the PCQ (Psychological Capital Questionnaire) in a sample of 372 employees. This questionnaire measures four different components, although related, of the broader concept of psychological capital. These components are self-efficacy, hope, optimism and resilience. Structural equation modeling revealed that the Spanish version of the questionnaire shows a high reliability and convergent and discriminant validity. Results, and contributions, and limitations of the present study are discussed. Key words: Positive psychological capital; self-efficacy; hope; optimism; resiliency. IntroducciónEn los últimos años, el interés por la naturaleza positiva y las fortalezas de los trabajadores y su efecto en el rendimiento ha experimentado un gran auge dentro de la Psicología de las Organizaciones. Así, ha surgido el estudio del comportamiento organizacional positivo (Positive Organizational Behavior, POB), el estudio y la aplicación de fortalezas y capacidades psicológicas positivas que pueden ser medidas, desarrolladas y gestionadas de manera efectiva para mejorar el rendimiento laboral (Luthans, 2002a).El término capital psicológico es una reciente ampliación de la noción económica de capital, que se refiere tanto a los bienes duraderos que sirven como factores de producción, como por ejemplo, la tierra o la mano de obra, como a los bienes no tangibles, como la gestión o la organización del trabajo (Luthans y Youssef, 2004). Como señalan Luthans y Youssef (2004), la idea de un capital no tangible llevó a variaciones del término como el capital humano y capital social. Estos autores engloban dentro del capital humano los conocimientos, habilidades y competencias derivadas de la educación y de la experiencia, e incluyen dentro del capital social las relaciones interpersonales, inter-grupales e interorganizacionales.En resumen, es en el contexto del comportamiento organizacional positivo de donde surge el concepto de capital psicológico que se define como un estado de desarrollo psicol...

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“…Scholars have maintained that various individual traits such as transparency, integrity and self-discipline are integral to authentic leadership (Ilies, Morgeson, & Nahrgang, 2005;Avolio, Gardner, Walumbwa, Luthans & May, 2004). Numerous studies focusing on authentic leadership have indicated that it is a major determinant of several positive organizational outcomes; for instance, employee creativity (Cerne, Jaklic & Škerlavaj, 2013), 'psychological capital' of followers (Clapp-smith, Vogelgesang, & Avey, 2009), employee satisfaction (Walumwa et al, 2008), follower ethical decision-making (Cianci, Hannah, Roberts & Tsakumis, 2014), organizational citizenship behaviour (Walumwa et al, 2008) and employee well-being (Rahimnia & Sharifirad, 2015;Nelson et al, 2014).…”

Section: Background and Objectivesmentioning

confidence: 99%

Authentic Leadership and Employees’ Work-related Quality of Life: A Study of IT Organizations in India

Yadav¹,

Dixit²

2017

IJBM

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This article intends to explore the impact of authentic leadership on employees' work-related quality of life. Previous studies have demonstrated that well-being of employees is an important aspect that needs to be focused upon by the organizations. It has also been documented that employee well-being at workplace is one of the positive outcomes associated with authentic leadership. However, there is a need for further empirical investigation to corroborate these findings. Therefore, an attempt has been made to assess the relationship between authentic leadership and employees' work-related quality of life (WRQoL) which comprises of six dimensions encompassing well-being of employees not just in professional realm but also in personal life. This study has been conducted on team leaders and their team members in several IT organizations located in Delhi-NCR. The total sample for this study includes 45 team leaders and 122 team members. Multi-level analysis of data has been done using Hierarchical Linear Modeling (HLM). Findings indicate that authentic leadership has a significant positive influence on all the dimensions of WRQoL of the employees. Implications of this study have also been discussed.

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Authentic Leadership and Positive Psychological Capital

Cited by 386 publications

References 44 publications

Crossover of Work–Life Balance Perceptions: Does Authentic Leadership Matter?

Crossover of Work–Life Balance Perceptions: Does Authentic Leadership Matter?

Capital psicológico positivo. Validación del cuestionario PCQ en España.

Authentic Leadership and Employees’ Work-related Quality of Life: A Study of IT Organizations in India

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