Retracted: Authentically leading groups: The mediating role of collective psychological capital and trust

Abstract

SummaryAlthough there have been recent theoretical advances in what is increasingly being recognized as authentic leadership, research testing possible mediating processes and the impact on grouplevel outcomes has not received attention. To help address this need, this study examined at the group level of analysis the role that collective psychological capital and trust may play in the relationship between authentic leadership and work groups' desired outcomes. Utilizing 146 intact groups from a large financial institution, the results indicated a significant relationship between both their collective psychological capital and trust with their grouplevel performance and citizenship behavior. These two variables were also found to mediate the relationship between authentic leadership and the desired group outcomes, even when controlling for transformational leadership. Implications for future research and practice conclude the paper.

A Tale of Two Paradigms: The Impact of Psychological Capital and Reinforcing Feedback on Problem Solving and Innovation

“…Further, PsyCap has been found to predict unique variance in important employee attitudes and behaviors over and above their demographics, core-self evaluations, personality traits, and person-organization and person-job fit (Avey, Luthans & Youssef, 2010). There is also a growing number of studies refining and expanding the positive impact of PsyCap on outcomes such as stress (Avey, Luthans & Jensen, 2009), well-being (Avey, Luthans, Smith & Palmer, 2010), team effectiveness (Walumbwa, Luthans, Avey & Oke, 2011), and organizational change (Avey, Wernsing & Luthans, 2008). However, missing from this rapidly expanding research literature is the impact that PsyCap may have on problem-solving and innovation, and the role that PsyCap may have when integrated with OB Mod in positively impacting these complex areas of problem solving and innovation.…”

Investigating occupational well-being and leadership from a person-centred longitudinal approach: congruence of well-being and perceived leadership

“…Their impact on others is mostly based on their character and personal example (Walumbwa et al, 2008). Although authentic leadership is close to transformational leadership, at least two studies have reported results indicating that these are distinct constructs (Walumbwa, Avolio, Gardner, Wernsing, & Peterson, 2008;Walumbwa, Luthans, Avey, & Oke, 2011).…”

Organizational linkages for new product development: Implementation of innovation projects

“…Studies report an association between interpersonal trust in teams and a wide range of positive outcomes, such as increased satisfaction within the team and team commitment (Costa, 2003) and knowledge and resource exchange, which in turn enhance team performance (Walumbwa et al, 2011).…”