Mediating Role of the Positive Psychological Capital on the Relation between the Authentic Leadership Style and Employees  Work Engagement: An Applied Study on Hospitality Industry

Çiftçi, Didem Öztürk; Erkanlı, Hülya

doi:10.20409/berj.2020.261

Cited by 17 publications

(7 citation statements)

References 37 publications

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“…Using a sample of 395 participants to study the effect of authentic style on employee job commitment within the hospitality industry, they found a strong positive correlation between the two variables. 31 Similar results were obtained in a study conducted in the petroleum industry to examine how authentic leadership influences positive energy. Zaabi et al analyzed the major elements of authenticity, including RT, IMP, BP, and SA.…”

Section: Authentic Leadership and Work Engagementsupporting

confidence: 72%

Authentic Leadership, Employee Work Engagement, Trust in the Leader, and Workplace Well-Being: A Moderated Mediation Model

Baquero¹

2023

PRBM

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This study proposes a model based on social contagion theory to evaluate the impacts of authentic leadership on employee work engagement (WE) and trust in the leader (TL), integrating the mediating effect of TL and the moderating effect of workplace well-being (WW). Authentic leadership is disaggregated into its subscales: relational transparency (RT), internalized moral perspective (IMP), balanced processing (BP), and self-awareness (SA). Methods: Dubai hotel employees completed 476 surveys. Applying the bootstrapping technique, SmartPLS 4 software was utilized to test the hypotheses in a mediation model. Results:The findings indicate (1) that three subscales of authentic leadership (RT, IMP, and BP) positively impact WE; (2) that RT, IMP, and SA positively impact TL; (3) that TL positively impacts WE; (4) that TL mediates the relationship between RT, IMP, SA, and WE; (5) and that WW moderates the relationship between RT, BP, and WE. Conclusion: Authentic leadership and its subscales are proven to be an excellent tool for achieving employee WE and TL. TL is crucial for effective hotel operation, as it impacts employee WE and acts as a mediator between three subscales of authentic leadership and WE. WW moderates the relationship between two authentic leadership subscales and WE but does not interact in the relationship between TL and WE. Both researchers and hotel managers can benefit from these new findings, which also provide a foundation on which to build future investigations.

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Section: Authentic Leadership and Work Engagementsupporting

confidence: 72%

Authentic Leadership, Employee Work Engagement, Trust in the Leader, and Workplace Well-Being: A Moderated Mediation Model

Baquero¹

2023

PRBM

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“…The presence of psychological capital and its dimensions can contribute to individuals' performance at work, serving as a long-term investment that enables organizations to achieve their goals and gain a competitive advantage. It also helps in preventing undesirable behaviors that may lead to financial and administrative corruption in the workplace (Ozturk and Erkanli, 2020). Furthermore, psychological capital plays a role in reducing work pressure, anxiety, and psychological tension experienced by employees, enhancing their awareness of the quality of work life.…”

Section: Discussionmentioning

confidence: 99%

“…Psychological capital is also linked to individuals' workplace performance, serving as a long-term investment that enables organizations to achieve their goals and gain a competitive advantage. Moreover, it helps mitigate undesirable behaviors that can lead to financial and administrative corruption (Ozturk and Erkanli, 2020). Additionally, psychological capital reduces the work pressure, anxiety, and psychological tension experienced by human resources within organizations.…”

Section: Introductionmentioning

confidence: 99%

Enhancing entrepreneurial strategy skills in Saudi universities employees: The impact of psychological capital

Hassan,

Aldawsari,

Frikha

et al. 2024

J. Infras. Policy. Dev.

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Psychological capital is recognized as a positive and unique factor that plays a crucial role in human resource development and performance management. It has the potential to increase employees’ efforts towards achieving organizational goals and improving their entrepreneurial strategy skills. The objective of this study was to examine the contribution of psychological capital in enhancing the entrepreneurial strategy skills of employees in Saudi universities. The study employed a descriptive approach, specifically utilizing the survey study method. The study sample was intentionally selected from different categories within the study population. Data was collected from 530 participants using two questionnaires. The findings revealed that employees exhibited an average level of psychological capital, while their practice of entrepreneurial strategy skills was rated as poor. The study also demonstrated that psychological capital significantly contributes to enhancing employees’ entrepreneurial strategy skills. Furthermore, statistically significant differences were observed in the psychological capital of employees across certain variables, such as personal and functional aspects. The average level of psychological capital among employees indicates the need for further development in this area. By focusing on enhancing psychological capital, organizations can effectively improve the entrepreneurial strategy skills of their employees. It is clear that investing in the psychological capital of employees can lead to significant improvements in their entrepreneurial strategy skills. This highlights the potential for organizations to foster a more entrepreneurial mindset and approach among their staff members. Additionally, the study’s findings underscore the need to tailor interventions and development programs to address specific aspects of psychological capital that may vary across different employees. Overall, the study emphasizes that psychological capital is a valuable resource that should be nurtured and developed within the organizational context. By doing so, organizations can not only enhance the entrepreneurial strategy skills of their employees but also cultivate a more resilient, motivated, and engaged workforce. This has the potential to contribute to the overall success and innovation of Saudi universities and similar institutions.

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“…Another notable limitation is that other latent variables that were not considered may have influenced the outcomes of the study. For instance, factors such as leadership style [70] and organisational culture [71] may play significant roles in the relationship between PsyCap and business-model innovation. Future research may adopt more comprehensive and diverse research methods and consider a greater number of potential variables to deepen the understanding of these relationships.…”

Section: Limitations and Future Researchmentioning

confidence: 99%

The Varying Effects of Four Components of Employee Psychological Capital on Sustainable-Business-Model Innovation in the New Normal

Shan,

Chin,

Mutsvene

2023

Sustainability

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In view of the intensification of market uncertainty and complexity, interest in sustainable-business-model innovation (SBMI) has increased among both global companies and educational institutions in the new normal. However, although many organisations find it challenging to accomplish their sustainability goals, limited research has delved into SBMI in the post-pandemic era. To address this research gap, we adopt a unique micro-foundational approach to investigate how the four components of employees’ psychological capital (PsyCap) affect SBMI. Based on a primary survey of 430 employees of small and medium-sized Chinese enterprises using online and offline methods, we used structural equation modelling to analyse the results. We found that optimism, hope, and self-efficacy were each positively related to SBMI, with resilience moderating these positive associations. The main theoretical contribution of our study is the use of a micro-foundational approach to unravel the different effects of the four dimensions of PsyCap on SBMI, thus offering novel insights into a deeper, more comprehensive understanding of relevant issues in the age of the COVID-19 pandemic. Practically, our findings can help global managers to develop strategies to leverage the psychological resources of individuals in order to cope with firm-level innovation challenges during this turbulent time.

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Mediating Role of the Positive Psychological Capital on the Relation between the Authentic Leadership Style and Employees Work Engagement: An Applied Study on Hospitality Industry

Cited by 17 publications

References 37 publications

Authentic Leadership, Employee Work Engagement, Trust in the Leader, and Workplace Well-Being: A Moderated Mediation Model

Authentic Leadership, Employee Work Engagement, Trust in the Leader, and Workplace Well-Being: A Moderated Mediation Model

Enhancing entrepreneurial strategy skills in Saudi universities employees: The impact of psychological capital

The Varying Effects of Four Components of Employee Psychological Capital on Sustainable-Business-Model Innovation in the New Normal

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