Human, Social, and Now Positive Psychological Capital Management:

Luthans, Fred; Youssef, Carolyn M.

doi:10.1016/j.orgdyn.2004.01.003

Cited by 1,420 publications

(1,520 citation statements)

References 5 publications

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“…Bergiel et al further argued that the ability of virtual leaders to communicate effectively and efficiently to their members in a varied place and time is a key competence needed for virtual team success. Luthans and Youssef (2004), Luthans et al (2007), and Kurt (2012) stated four components of personal characteristics that are essential in virtual leadership for project success. They include: selfefficacy, which is the individual's confidence in their ability to complete specific tasks or specified tasks; hope, which is conceptualised as the cognitive ability to set realistic, yet challenging goals, and then developing paths and controlling behaviour in order to attain certain goals; optimism is the expectation of positive and desirable future outcomes, of course, optimism must be flexible and realistic; and resilience, the ability to come back from adversity or failure and at the same time pushing forward without discouragement.…”

Section: Ability To Build Trustmentioning

confidence: 99%

Analysis of competencies for effective virtual team leadership in building successful organisations

Maduka¹,

Edwards

Greenwood³

et al. 2018

BIJ

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Northumbria University has developed Northumbria Research Link (NRL) to enable users to access the University's research output. Copyright © and moral rights for items on NRL are retained by the individual author(s) and/or other copyright owners. Single copies of full items can be reproduced, displayed or performed, and given to third parties in any format or medium for personal research or study, educational, or not-for-profit purposes without prior permission or charge, provided the authors, title and full bibliographic details are given, as well as a hyperlink and/or URL to the original metadata page. The content must not be changed in any way. Full items must not be sold commercially in any format or medium without formal permission of the copyright holder. The full policy is available online: http://nrl.northumbria.ac.uk/policies.html This document may differ from the final, published version of the research and has been made available online in accordance with publisher policies. To read and/or cite from the published version of the research, please visit the publisher's website (a subscription may be required.) Analysis of competencies for effective virtual team leadership in building successful organisationsAbstract: Purpose Global competition and advances in technology have enhanced the growing trend of virtual teams in order to execute business strategies. Thus, understanding the competencies needed for virtual leadership effectiveness is essential and vital to organisational success. The purpose of this paper is to identify and analyse the required competencies for virtual team leadership and its effectiveness in an organisation.

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Section: Ability To Build Trustmentioning

confidence: 99%

Analysis of competencies for effective virtual team leadership in building successful organisations

Maduka¹,

Edwards

Greenwood³

et al. 2018

BIJ

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“…In particular, they fall short of describing the complex cognitive processes that influence developing human capital or engaging social capital as mechanisms of performance impact. Going beyond human and social capital, hope focuses on critical cognitive processes that can either assist or impede employee capabilities to leverage talents to influence successful work performance (Luthans & Jensen, 2002;Luthans & Youssef, 2004). Moreover, the proposed developmental nature of hope provides organizations with an expanded repertoire to drive employee performance improvement and organizational profitability (Luthans et al, 2006).…”

Section: Hope As a Human Resource Capabilitymentioning

confidence: 99%

“…Pathways, or way power, refer to strategies for achieving goals. They represent the repertoire (Luthans & Jensen, 2002;Luthans & Youssef, 2004 (Luthans et al, 2006). of strategies that can be identified to accomplish goals successfully.…”

Section: The Hope Capacitymentioning

confidence: 99%

Managing BPO service workers in India: Examining hope on performance outcomes

Combs

Clapp‐Smith

Nadkarni

2010

Human Resource Management

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Much attention has been given to the explosion in business process outsourcing (BPO) operations in India. Little concern, however, has been paid to the performance of Indian service workers in these fast‐paced and sometimes turbulent environments. Using a sample of 160 service workers from a privately held BPO firm in India, we examine the relationship between Indian service workers' hope and their performance outcomes. Regression and structural equation model analyses indicated a significant positive relationship between Indian service workers' levels of hope and their performance. These promising results highlight the importance of measuring and managing employee hope to maximize employee productivity and performance. By effectively developing and managing levels of employee hope, Indian BPO firms can effectively combat employee problems such as attrition, stress, and burnout that have plagued the BPO industry. Hope may also help mitigate the influence of aspects of Indian culture on human resource management practices in Indian BPOs. © 2010 Wiley Periodicals, Inc.

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“…The term psychological capital can be defined as a positive, individual psychological state, or, in other words, a personal characteristic that can be measured and developed [22,24]. Luthans and colleagues [22,24], using a number of key criteria, identified four main psychological resources that formed the higher-order concept of psychological capital: self-efficacy, hope, optimism, and resilience.…”

Section: Introductionmentioning

confidence: 99%

“…Luthans and colleagues [22,24], using a number of key criteria, identified four main psychological resources that formed the higher-order concept of psychological capital: self-efficacy, hope, optimism, and resilience. Self-efficacy, based on Bandura's social cognitive theory [4], refers to the individual belief in his or her ability to successfully execute a specific task [38].…”

Section: Introductionmentioning

confidence: 99%

A Neural Network Model for Team Viability

Dimas

Rocha

Rebelo

et al. 2017

Computational Science and Its Applications – ICCSA 2017

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Abstract. Team effectiveness has been the focus of numerous studies since teams play an increasingly decisive role in modern organizations. In the present paper, our attention is centered on team viability, which is one dimension of team effectiveness. Given the challenges that actual teams face today, exploring the conditions and processes that enhance the capacity of teams to adapt and continue to work together is a fundamental research path to pursue. In this study, team psychological capital and team learning were considered as antecedents of team viability. The relationships that team psychological capital and team learning establish with team viability were explored as accurately as possible. Typically, these relationships are assumed to be linear as multivariate linear models are often used. However, these linear models fail to explain possible nonlinear relations between variables, expected to exist in dynamic systems as teams. Adopting computational modeling strategies in the context of organizational psychology has become more common. In this paper, radial basis function models and neural networks were used to study the complex relationships between team psychological capital, team learning and team viability.

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Human, Social, and Now Positive Psychological Capital Management:

Cited by 1,420 publications

References 5 publications

Analysis of competencies for effective virtual team leadership in building successful organisations

Analysis of competencies for effective virtual team leadership in building successful organisations

Managing BPO service workers in India: Examining hope on performance outcomes

A Neural Network Model for Team Viability

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