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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.

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.

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.

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

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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).

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.

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.

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.