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Article
Publication date: 24 April 2018

Karl Petersen and Carolyn M. Youssef-Morgan

The purpose of this paper is to examine the individual and contextual antecedents of authentic leadership (AL) proposed in the authentic leadership development (ALD) theory.

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Abstract

Purpose

The purpose of this paper is to examine the individual and contextual antecedents of authentic leadership (AL) proposed in the authentic leadership development (ALD) theory.

Design/methodology/approach

Survey data were collected from 74 leaders from two Midwestern organizations. Surveys were used to collect AL, psychological capital (PsyCap), and psychological climate data. Hierarchical regression was used to analyze the data.

Findings

Results support PsyCap, and to a lesser extent psychological climate, as antecedents of AL. Organizations that desire to increase leader authenticity and realize its many favorable outcomes should emphasize the development of leaders’ PsyCap hope, efficacy, resilience, and optimism.

Originality/value

This was the first study to examine the antecedents of AL, which can be personal (PsyCap) or contextual (psychological climate).

Details

Leadership & Organization Development Journal, vol. 39 no. 3
Type: Research Article
ISSN: 0143-7739

Keywords

Book part
Publication date: 19 August 2017

Carolyn M. Youssef-Morgan, Paul P. Poppler, Ernie Stark and Greg Ashley

Much like “Yeti,” the Abominable Snowman whose footprints are everywhere but itself nowhere to be seen, unfounded assertions of human capital as valuable contributors to…

Abstract

Much like “Yeti,” the Abominable Snowman whose footprints are everywhere but itself nowhere to be seen, unfounded assertions of human capital as valuable contributors to strategic success continue to proliferate. Many of these treatments are nonbinding, nonmeasureable, idiosyncratic, tautological, and therefore nearly impossible to use for any comparative market valuation. In this chapter, we selectively review the interdisciplinary literature on exemplars of human-derived capital. We systematically examine specific epistemological strengths, weaknesses, and gaps in recognized theories, measures, and practices. In particular, a multidisciplinary, multilevel, connectionist point of view is suggested. We present the case for an evidence-based classification system of human-derived capital at the micro-, meso-, and macro-levels. Our framework goes beyond static stock models by emphasizing dynamic human-derived capital flows, as well as their within-level and cross-level linkages, all within the context of a modern society that increasingly is networked, fluent with technology, and prodigious with social media.

Article
Publication date: 13 April 2015

Mohga A Badran and Carolyn M. Youssef-Morgan

The purpose of this paper is to extend the boundaries of positive organizational behavior (Luthans, 2002a, b) to North Africa and the Middle East. Specifically, the…

3591

Abstract

Purpose

The purpose of this paper is to extend the boundaries of positive organizational behavior (Luthans, 2002a, b) to North Africa and the Middle East. Specifically, the relevance of Psychological Capital (PsyCap et al., 2007), composed of the positive psychological resources of hope, efficacy, resilience and optimism, is conceptualized and tested in Egypt in relation to job satisfaction.

Design/methodology/approach

A contextualized theoretical model is derived, in which PsyCap can lead to job satisfaction through a set of positive mechanisms. Structural equation modeling is used to test the hypothesized relationships on a sample of 451 Egyptian employees in 11 organizations representing some of Egypt’s most important industries in terms of GDP, employment and world economy integration.

Findings

Hope, efficacy, resilience and optimism, individually and when integrated into the higher-order multidimensional construct, PsyCap, are positively related to the job satisfaction of Egyptian employees.

Research limitations/implications

This paper supports the external validity of hope, efficacy, resilience and optimism, individually and when integrated into the higher-order multidimensional construct, PsyCap, in the African and Egyptian context.

Practical implications

Egyptian organizations, as well as global companies that conduct business operations in Africa, may find PsyCap to be a new potential source of human-based competitive advantage. PsyCap is state-like and thus open to development through workplace interventions.

Originality/value

This study provides evidence for the first time for the external and construct validity of PsyCap in North Africa. Zoogah (2008) found a dearth of articles that focus on North Africa, specifically the Arabian heritage. This paper begins to fill this gap. A context-bound approach is used to refine and integrate PsyCap theory with the cognitive, affective and behavioral processes of the African and Egyptian context.

Details

Journal of Managerial Psychology, vol. 30 no. 3
Type: Research Article
ISSN: 0268-3946

Keywords

Content available
Book part
Publication date: 19 August 2017

Abstract

Details

Human Capital and Assets in the Networked World
Type: Book
ISBN: 978-1-78714-828-4

Book part
Publication date: 14 May 2013

Carolyn M. Youssef-Morgan and Fred Luthans

Positive organizational scholars define positivity as “elevating processes and outcomes” (Cameron & Caza, 2004, p. 731). Thus, a better understanding of positive processes…

Abstract

Positive organizational scholars define positivity as “elevating processes and outcomes” (Cameron & Caza, 2004, p. 731). Thus, a better understanding of positive processes requires the investigation of the explanatory mechanisms that can account for the manifestation of “intentional behaviors that depart from the norm of a reference group in honorable ways” (Spreitzer & Sonenshein, 2003, p. 209). Positivity also focuses on outcomes that “dramatically exceed common or expected performance…spectacular results, surprising outcomes, extraordinary achievements…exceptional performance” (Cameron, 2008, p. 8). This “positive deviance” clearly goes beyond ordinary success or effectiveness.

Details

Advances in Positive Organizational Psychology
Type: Book
ISBN: 978-1-78052-000-1

Content available
Book part
Publication date: 14 May 2013

Abstract

Details

Advances in Positive Organizational Psychology
Type: Book
ISBN: 978-1-78052-000-1

Book part
Publication date: 14 May 2013

Simon L. Albrecht is a registered psychologist and has a PhD and a master’s degree in Organizational Psychology. Simon’s PhD focused on identifying the dimensions…

Abstract

Simon L. Albrecht is a registered psychologist and has a PhD and a master’s degree in Organizational Psychology. Simon’s PhD focused on identifying the dimensions, antecedents, and consequences of organizational trust. Simon is a Senior Lecturer within the Organizational Psychology program at Deakin University, Melbourne, Australia. Teaching, research, and practice interests are in the areas of work engagement, organizational development and change, leadership development, culture and climate, and organizational politics. Simon has published in numerous international journals, has numerous book chapters in print, and has presented at international conferences. In addition to his academic and research interests Simon also has considerable consultancy experience. He has previously been a director of a human resource consultancy engaged in delivering a broad range of organizational development activities and programs.

Details

Advances in Positive Organizational Psychology
Type: Book
ISBN: 978-1-78052-000-1

Article
Publication date: 23 June 2022

Ritu Tayal, Mamta Tripathi, Nishant Singh and Umesh Bamel

The objective of this paper is to employ a model to expand the literature's comprehension of the organisational citizenship behaviour (OCB) phenomenon in the Indian…

Abstract

Purpose

The objective of this paper is to employ a model to expand the literature's comprehension of the organisational citizenship behaviour (OCB) phenomenon in the Indian banking sector. The authors examine OCB as a mediator of the relationship between job embeddedness (JE), self-efficacy (SE) and organisation effectiveness (OE). The authors also verify the moderating role of affective commitment (AC) on the JE, SE and OE relationship.

Design/methodology/approach

Data for the purpose of this paper are collected from 568 employees in 89 branches of banks located in North and Central India using a survey questionnaire. The data collected were analysed using structural equation modelling (SEM).

Findings

The findings confirm the positive association between JE, SE and OE. The results also suggest that OCB mediates the association between the independent and dependent variables. Furthermore, the authors observed that AC moderates the OCB and OE relationship.

Practical implications

The results of this examination will assist the employees to realise the substance of OCB in directing their performance towards OE. This investigation will inspire bank managers to notice that employee readiness to put in extra effort in a bank is primarily the effect of apt individual characteristics, namely JE and SE, that can be shaped and developed. Furthermore, this study draws the attention of bank managers towards the significance of AC, as an essential phenomenon to emotionally attach the employees to their organisation.

Originality/value

This study contributes to the existing literature on OCB by examining how OCB leads to desired outcomes and the conditions that promote the effect of OCB. The authors address these questions by building on a more contemporary perspective, i.e., PsyCap.

Details

International Journal of Emerging Markets, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1746-8809

Keywords

Article
Publication date: 22 August 2022

Mehdi Yazdanshenas and Mehdi Mirzaei

This study aims to investigate the effect of leadership integrity on employees’ success. In this regard, the mediating role of ethical leadership and the moderating role…

Abstract

Purpose

This study aims to investigate the effect of leadership integrity on employees’ success. In this regard, the mediating role of ethical leadership and the moderating role of psychological capital and psychological empowerment were considered as well.

Design/methodology/approach

This study is an applied research and a descriptive-correlation survey that used quantitative data. Data were collected from 302 employees of a large factory in Iran who was selected randomly. The research questionnaire consisted of 54 statements and was distributed among the sample. Data was analyzed through confirmatory factor analysis and structural equation modeling.

Findings

The findings of this study show that leader integrity and ethical leadership have a positive effect on employees’ success and psychological capital and psychological empowerment moderate these effects. Moreover, leader integrity has an indirect effect on employees` success through employees’ perception of ethical leadership.

Originality/value

This study mainly contributes by explaining two sets of variables related to leaders’ behavior and employees’ cognitive competence which are complementary in improving employees’ potential success. The results highlight that leaders’ behavioral integrity can amplify ethical leadership which can ultimately leads to employees’ success if they have a high psychological empowerment and psychological capital.

Details

International Journal of Ethics and Systems, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2514-9369

Keywords

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