Transformational Leadership, Psychological Capital and Front-line Sales Staffs’ Service Quality: Psychological Capital as a Mediator

He, Qi-chao; An, Qiao; Lin, Pu-xin

doi:10.14257/ijunesst.2016.9.7.31

Cited by 11 publications

(8 citation statements)

References 28 publications

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“…The present study found that both transformational leadership and transactional leadership positively influenced knowledge workers’ psychological capital. This finding supports H3 (both a and b) and is in line with some relevant literature (Avey et al , 2009; Gupta et al , 2012; He et al , 2016; Sui et al , 2012). However, our results further showed that, in comparison to transactional leadership, transformational leadership more strongly influenced knowledge workers’ psychological capital.…”

Section: Discussionsupporting

confidence: 92%

“…Additionally, through inspirational motivation and intellectual stimulation, transformational leaders can facilitate employees’ understanding of their own abilities and help employees to turn difficulties into opportunities for individual development, strengthening their optimism, self-efficacy and resilience (Harlandetal, 2005; Luthans, 2003). A few of studies have demonstrated that transformational leadership was positively associated with psychological capital or its dimensions (Bandura, 2002; Gooty et al , 2009; He et al , 2016; Sui et al , 2012).…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

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Linking leadership styles to work engagement

Castaño

2018

CMS

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Purpose The purpose of this study is to explore the relationship between leadership styles, psychological capital and job engagement. Design/methodology/approach Data 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. Findings The 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/value Although 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.

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Section: Discussionsupporting

confidence: 92%

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Linking leadership styles to work engagement

Castaño

2018

CMS

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“…The mediating effect of psychological capital on some types of leadership and other behavioral sciences topics has been examined in the literature. For instance, employees’ psychological capital completely mediates the relationship between empowering leadership and employees’ psychological well-being, while partially mediates the relationship between job engagement and empowering leadership (Park et al , 2017), psychological capital mediating between job satisfaction and life satisfaction (Liao et al , 2017), psychological capital mediating between transformational leadership and front-line sales staffs’ service quality (He et al , 2016). However, the mediating effect of psychological capital on ethical leadership and service innovation behavior has not been examined in the literature.…”

Section: Discussionmentioning

confidence: 99%

The impact of ethical leadership on service innovation behavior

Özsungur¹

2019

APJIE

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Purpose Ethical leadership is at the forefront of what matters in today’s business life and current issues, with a view to making strong moral decisions through bilateral communication. Service innovation behavior is important in terms of individual and institutional actions in the process of producing and implementing new ideas. Investigating the mediating role of psychological capital which consists of self-efficacy, optimism, hope and psychological endurance dimensions, between ethical leadership and service innovation behavior, is a matter to be investigated. This study aims to assess the impact of ethical leadership on service innovation behavior by means of a comprehensive literature review. In this framework, psychological capital forms the scope of researching the mediating role. Design/methodology/approach This study was conducted with 376 blue-collar workers randomly selected from 140 company which were selected from 1,294 joint stock companies among 76,882 companies operating in the province of Adana in Turkey and registered in the Adana Chamber of Commerce, by applying a questionnaire of 40 items. Findings As a result of the factor analysis, 6 items which could not provide reliability were extracted from the scale and the remaining 34 items were distributed in three factors and the validity of the construct validity was measured by the convergence and divergence methods. Construct reliability (CR) values were found to be statistically significant (SRMR: 0.50, RMSEA = 0.058, IFI: 0.955, CFI = 0.97, GFI = 0.96, AGFI = 0.86, TLI = 0.97, χ2/s.d. = 2.264) when it was above 0.7, and the structural equation model determined that the research data and the initially determined model are compatible. Ethical leadership has a significant effect on psychological capital (ß = 0.224, p < 0.001), ethical leadership has a significant effect on innovation (ß = 0.113, p < 0.001), psychological capital was found to have a significant influence on service innovation (ß = 0.965, p < 0.001), and ethical leadership was mediated by psychological capital on service innovation behavior (SIE = 0.235). Research limitations/implications Further research is needed to assess conducting research in enterprises with different cultural characteristics. This paper provides the effectiveness of ethical leadership and psychological capital factors, which are effective in improving employee service innovation behavior and enabling managers to develop human resources strategies in this respect. Practical implications The results provide the impact of ethical leadership on the productivity of employees in the workplace and provide practical benefits in terms of developing innovation-oriented service development behaviors. Social implications The innovative behaviors of the employees enable the development of innovative ideas in social life by contributing to consumer satisfaction and economy. Ethical leadership ensures positive behaviors in the society by ensuring that employees in the workplace develop justice sentiments. Originality/value The mediating role of psychological capital between ethical leadership and service innovation behavior has not been investigated before. In this study, the effects of self-efficacy, optimism, hope and resilience factors were investigated in providing ethical leaders and employees, creating value in the enterprise, and in providing innovation-focused services for employees.

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“…Employees with higher psychological capital are more tough, optimistic toward work, and full of hope (Luthans et al, 2004). Similarly, workers possessing high resilience can deal with challenges and can manage their emotions and attitude effectively (Ziyae et al, 2015;He et al, 2016). According to psychological resources theory (Gorgievski et al, 2011), support from leaders can energize employees' psychological resources, i.e., psychological capital (confidence, hope, resilience, and optimism), which will help them to improve well-being at work.…”

Section: Psychological Capital As Mediator Between Supportive Leadership and Nurses' Well-beingmentioning

confidence: 99%

Impact of Supportive Leadership During Covid-19 on Nurses' Well-Being: The Mediating Role of Psychological Capital

et al. 2021

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The corona virus disease (Covid-19) has significantly affected the social, physical, and psychological health of workers, specifically the nurses working in the healthcare sectors. Studies have been conducted on the impact of Covid-19 on employees' well-being, organizational structure, and job design; however, limited studies have been conducted focusing on the impact of leadership on employee's well-being during the Covid-19 pandemic. Drawing on job demands resources model and social exchange theory, we examined the impact of supportive leadership on employees' physical, social, and psychological well-being during the Covid-19 pandemic. In addition, we examined the mediating role of psychological capital in examining the relationship between supportive leadership and employees' physical, social, and psychological well-being. Based on three wave time-lagged design, the data were collected from 214 nurses' linear regression analysis and Hayes Process for mediation to test the proposed hypothesis. As hypothesized, supportive leadership predicted employees' physical, social, and psychological well-being. In addition, psychological capital mediated the relationship between supportive leadership and employees' physical, social, and psychological well-being. Implications for research, theory, and practice are discussed.

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Transformational Leadership, Psychological Capital and Front-line Sales Staffs’ Service Quality: Psychological Capital as a Mediator

Abstract: Abstract

Cited by 11 publications

References 28 publications

Linking leadership styles to work engagement

Linking leadership styles to work engagement

The impact of ethical leadership on service innovation behavior

Impact of Supportive Leadership During Covid-19 on Nurses' Well-Being: The Mediating Role of Psychological Capital

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