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In the organizational behaviour literature, psychological capital (psycap) has been identified as a significant variable affecting the engagement level of employees. Relying on this, this study aims to examine the association between psycap sub-constructs and employee engagement (EE) using systematic review and meta-analysis techniques.

The study analyzed 28 primary studies (selected through a systematic review of literature by incorporating inclusion and exclusion criteria) via meta-analysis techniques conducted using Meta-Essential Software (1.5). Along with this, the Cohen Kappa reliability test and the trim and fill technique have been applied, followed by moderator analysis.

The results of the study contribute to the extant literature in three ways. Firstly, the study confirms the positive association between psycap sub-constructs and EE. Secondly, it looks into the individual constructs of psycap and shows that hope is the primary component that influences EE, followed by optimism, efficacy and resilience. Thirdly, the country acts as a moderator between psycap and EE.

The study’s result highlights numerous implications, suggesting that organizations should focus on bringing out the latent “HERO” (hope, efficacy, resilience and optimism) qualities of their employees to make the workplace more engaging. Lastly, the study concludes by pointing out the limitations and highlighting future directions.

Being the first systematic review and meta-analytical study focusing on psycap sub-constructs and EE associations, this study contributes to the engagement literature.

The purpose of this empirical investigation was to explore the interrelationship between psychological capital (PsyCaP) and impostor phenomenon (IP) experienced by entrepreneurs.

The researchers performed exploratory data analysis, using a correlation matrix that included the composite score of all PsyCap dimensions (psychological capital questionnaire [PCQ-24]) and the factor scores of hope, self-efficacy, resilience and optimism. The data analysis was conducted in relation to participants’ IP scores.

The study results demonstrated that a negative relationship was present between entrepreneurs’ Clance impostor phenomenon scale (CIPS) factor scores (consisting of hope, self-efficacy, resilience and optimism) and PsyCap dimensions (PCQ-24) composite subscales. This indicated that higher levels of PsyCaP were associated with lower levels of IP experience by entrepreneurs.

Theoretically, it must be noted that, based upon these study results, both “impostor phenomenon” and entrepreneurial identity formation occurred among entrepreneurs. It was known to be associated with external environmental, situational and societal factors. The researchers established the relationship between entrepreneurs’ “impostor phenomenon” and “psychological capital (PsyCap)”.

Entrepreneurs and executives associated with business accelerators and incubators should comprehend the link between IP and PsyCap in entrepreneurs. This would enhance the well-being of entrepreneurs in their challenging context. Entrepreneurs and executives associated with business accelerators and incubators might explore the effectiveness of PsyCap-based interventions, along with IP-related considerations.

This was one of the first empirical studies investigating and establishing the relationship between entrepreneurs’ “impostor phenomenon” and “psychological capital (PsyCap)”.

The ability to effectively engage in cross-cultural interactions is imperative for leaders in our increasingly globalized world. Those who possess certain key psychological resources are more likely to engage in cross-cultural interactions successfully. Psychological resources include cross-cultural hope, efficacy, resilience, and optimism, which together comprise cross-cultural psychological capital (CC PsyCap). Previous research has indicated that CC PsyCap predicts cultural competence, yet the pathways underlying this relationship remain unexplored. We examined the relationships among CC PsyCap, engagement in cross-cultural interactions, stress during cross-cultural interactions, and cultural competence. The hypothesized relationships were tested using a sample of 135 undergraduate students (76% female) participating in study abroad programs. Participants completed measures of cultural competence, CC PsyCap, engagement, and stress approximately one month into their study abroad. Structural equation modeling analyses indicate that CC PsyCap and stress influence cultural competence directly and indirectly through engagement level during cross-cultural interactions. Furthermore, the results suggest that CC PsyCap indirectly influences engagement through stress during cross-cultural interactions. We discuss the implications of these results for people preparing to enter cross-cultural environments.

This chapter provides valuable insights around the entrepreneurial landscapes of the twenty-first century, as well as the inherent stressors that may impact entrepreneurial well-being and performance. As the World Health Organization declares stress as the epidemic of the twenty-first century, entrepreneurs face increasingly volatile, uncertain, complex, and ambiguous contexts, or what the Army War College refers to as “VUCA” environments. In these contexts, traditional models of leadership and stress management in entrepreneurship require tapping into new, sometimes previously untapped and underdeveloped resources. Resources such as Psychological Capital (Luthans, Youssef-Morgan, & Avolio, 2007), Algorithmic Leadership (Harms & Han, 2018), and wearable biometric technologies (Tsuji, Sato, Yano, Broad, & Luthans, 2019) that exploit big data analytics powered by artificial intelligence will be invaluable to entrepreneurs as they manage stress, and build and maintain their competitive edges.

Soft skills are essential not only for students but also for employees in any workplace. Some factors influence the development of soft skills in high schools. This study investigates the effect of psychological capital (PsyCap) on soft skills through the role of psychological well-being at different students’ grade levels.

Three scales (i.e. the Psychological Capital Questionnaire, the Scale of Psychological Well-being and the soft skills assessment) were used on 707 high school students from seven senior high schools. The data were analysed using a moderated-mediation regression technique to reveal the conditional indirect effect of PsyCap on soft skills.

The results suggested that students' grade levels moderated the indirect effect of PsyCap on soft skills via psychological well-being. Students in higher grades showed a stronger impact of PsyCap on soft skills via psychological well-being.

The psychological states of students should be regarded as one of the most critical aspects of education and career advancement. Schools should assist students in developing their soft skills. Students, regardless of grade level, would begin to occupy their PsyCap, ensure their psychological well-being and finally, engage in soft skills development activities.

This current study has shifted from simply assessing soft skills to investigating some avenues for developing soft skills in various contexts and areas. If the theoretical model is well established, teachers and educators can effectively improve soft skills intervention by understanding the antecedents of soft skills.

The study aims to closely look at the phenomenon of transformational leadership and the psychological capital of followers by using affective process theory (APT). It has empirically tested the mediation of the perceived emotional labor (EL) of a leader and susceptible emotional contagion (EC) of followers when studying the effect of transformational leadership on the psychological capital (PsyCap) of followers.

The method adopted was mixed methodology. The data were collected from the 120 respondents and their perception regarding the construct as identified by previous literature was captured through a structured questionnaire. The relationships and hypotheses were tested by the structural equation modeling (SEM) model using SMART PLS. Further 20 semi-structured interviews were conducted using a qualitative approach.

The current research has empirically shown how specific aspects of transformational leadership, i.e. individual consideration perceived by followers also show high use of perceived deep acting strategy. Deep acting EL strategy is impacting positive EC and positive EC is leading to higher PsyCap of followers generating more work efficacy, hope, optimism and resilience. Mediation of positive EC between Deep acting EL and PsyCap was also observed. In qualitative studies done with the participants, major themes that emerged were transformational leadership, EL strategies, EC and PsyCap.

In times of uncertainty and stress after the post-COVID scenario, employees are facing emotional burnout due to increased work pressure and workload. Transformational leadership has become very critical to manage the PsyCap of followers by using correct EL strategies. Leaders can focus on the optimism and resilience aspect of PsyCap.

The current research has taken affective process theory (APT) as a foundation to understand the connection between transformational leadership and the PsyCap of followers. The study has specifically picked up the fourth mechanism of affective linkage as suggested by Elfenbein (2014) called emotional recognition and seen how emotions are transferred from source (leaders) to recipient (followers). The research has contributed by empirically testing the mediation of the perceived EL of leaders and the susceptible EC of followers and how they affect the PsyCap of followers.

The researchers aim to investigate the role of psychological capital (PsyCap) in facilitating intrinsic motivation and goal-commitment among employees at the workplace, affecting outcome variables, namely, in-role and extra-role job performance.

Data were collected from 640 employees working in the information technology sector of India. Covariance-based structural equation modeling (CB-SEM) was used to test the hypothesized relationships.

Analysis revealed a significant positive impact of PsyCap on the two behavioral facets of job performance. Intrinsic motivation and goal-commitment were found mediating the influence of PsyCap on the two facets of job performance.

The information technology sector is characterised by continuous change. It requires voluntary prosocial behavior from employees, where the employees are expected to display multifaceted job performance behaviors, where they go beyond their job duties to cater for the dynamics of the IT sector. The present study provides means by which intrinsic motivated and goal-committed behavior are facilitated for both the in-role and extra-role job performance.

The present study is among the few preliminary studies that have provided evidence that intrinsic motivation and goal-commitment are the two variables which aid PsyCap in predicting both the prescribed and voluntary job performance behaviors.

The purpose of this paper, intended primarily for practitioners, is to demonstrate how features of psychological capital (PsyCap) may be combined with manager efforts to collaborate with an employee on an action learning project. In reciprocal action learning, manager and employee create a partnership to learn, achieve work-focused goals and advance their relationship. Initiatives aimed at positively stimulating employee assets and psychological or behavioral attributes can overlay the action learning process.

A narrative synthesis was used to examine three sources of empirical research from organizational psychology and human resource management: reciprocity, action learning and PsyCap. Information was integrated to create a guide, a model for managers for use in considering options about how to structure employee and self-learning, as well as options for use in stimulating employee assets and PsyCap.

The approach presented may serve as a practical guide for manager consideration. Research identifies several types of behaviors and activities intended to positively stimulate and reinforce the learning of both participants. The literature on PsyCap offers many initiatives for a manager to consider in assisting an employee to develop talent and positive attitudes. Such efforts have to be carefully tailored to the individual employee, the tasks at hand and the manager’s own learning needs.

The value of action learning is supported by a relatively large research base. The significance of PsyCap also has substantial support. Innovatively, this paper offers guidance to a manager in consideration of combining the attributes of both concepts to maximize positive effects on learning, personal growth, skill development and work achievement.

This study investigates how and when psychological capital (PsyCap) enhances well-being at work (WBW). Drawing on the job demands-resources (JD-R) model and the conservation of resource (COR) theory, an integrated model attempts to identify the relationship between PsyCap and employees' workplace well-being, mediated through work engagement (WE). Furthermore, the authors seek to understand how coaching-based leadership (CBL) moderates the relationship above.

Data were obtained from healthcare professionals who worked during the COVID-19 pandemic crisis in Tunisian hospitals. An online survey was distributed anonymously. A total of 449 questionnaires were included in the analysis. The PROCESS macro for SPSS (models 4 and 7) was employed to analyze the data.

The findings revealed that PsyCap significantly relates to WBW; and WE and CBL act as a mediating mechanism and a boundary condition, respectively. The collective effect of PsyCap, WE and CBL on WBW was also confirmed based on moderated mediation analysis.

This study gives HR managers insights into the importance of developing workers' PsyCap to promote their WBW. The findings also suggest that healthcare managers and leaders who aim to promote well-being should act as coaches.

This study extends research on WBW and sheds light on essential mechanisms and boundary conditions under which PsyCap promotes workplace well-being.

Research has consistently demonstrated that psychological capital (PsyCap) is an important predictor of various employee outcomes. Despite this, there is a paucity of knowledge regarding antecedents of PsyCap and the boundary conditions that influence PsyCap relationships. This study aimed to address these gaps by investigating how ethical leadership (EL) influences employee PsyCap, and in turn, predicts a range of desirable and undesirable employee attitudes. Furthermore, the study examined the moderating role of length of the leader-follower relationship (LLR) and organisational identification in these relationships in a novel moderated-mediation model.

Data were collected from 269 full-time employees in Australia via an online survey across two time-points.

The results show that PsyCap mediates the relationship between EL and employee attitudes. The results also indicate that LLR moderates these relationships, whereby these relationships are strengthened as LLR increases.

This study responds to calls for further investigation of antecedent and outcome variables related to PsyCap, as well as moderators of the relationships between PsyCap and antecedent and outcome variables. The findings also extend the application of social exchange theory to the context of EL and PsyCap.