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This study’s main objective is to determine the extent to which social capital and psychological capital can explain differences in career adaptability among higher education students.

The study employed a quantitative approach, utilizing a survey research design. Data were gathered using an online questionnaire completed by 384 fourth-year undergraduate agricultural students in Iran. The inverse square root and multistage sampling methods were used to determine the sample size. The partial least squares-structural equation modelling (PLS-SEM) method examined the associations between latent variables.

The results suggest that social and psychological capital significantly influence the career adaptability of agricultural students, highlighting their significance in enhancing career adaptability. Moreover, psychological capital positively mediates the relationship between social capital and career adaptability.

Agricultural higher education institutions must focus on developing students' social and psychological capital to cultivate career adaptability in agricultural students. Agricultural higher education institutions, for example, should help students develop soft skills.

This study offers novel insights into the significance of individual resources, such as social and psychological capital, in enhancing the career adaptability of students. In addition, the key contribution of this study is the researchers' empirical evidence that multiple career resources are interconnected (social capital, career adaptability, and psychological capital).

This study examined the students' academic performance through psychological capital, academic engagement and academic persistence. It also investigated the function of psychological capital in mediating the relationship between academic engagement, persistence and performance.

The study utilized a quantitative method and structural equation modeling using PLS-SEM version 3. A total of 900 questionnaires were issued to Chinese university students, and 814 data were analyzed.

Findings suggest that academic engagement and persistence significantly and positively impact psychological capital. Psychological capital is also mediated between academic engagement, persistence and performance. Additionally, the study made several recommendations for upcoming researchers and industry professionals.

Analyzing the pupils' academic achievement after COVID-19 reopening as it indicates their attention and engagement in the study. Although previous studies explored students' academic performance regarding the post-COVID effect, the role of psychological capital and engagement in academia in the study has been studied in a post-COVID context.

Anchoring on the Conservation of Resource Theory (Hobfoll, 1989), the study aims to examine the relationship between student bullying, helplessness and student well-being. Further, the study also examines the mediating role of helplessness and the conditional role of students' psychological capital in the model.

Drawing responses from 397 students in the business management program in various B Schools in India, the hypothesized relationships were tested using IBM SPSS version 23 and AMOS 23, and moderation was checked with Hayes Process Macros.

The results revealed that bullying among students poses a severe threat to their well-being. Further, the study found that bullying increases feelings of helplessness, and such feelings impair well-being. The study also found a significant moderating effect of psychological capital in the relationship between feelings of helplessness and student well-being.

The study findings provide students and educational administrators valuable insights into how student bullying deteriorates their well-being and how it can be tackled effectively using their psychological capital.

The study made a unique attempt to understand the effect of student bullying on their well-being. The study also provides valuable understanding about the roles of helplessness and psychological capital in the model, which will enrich the theory and practice alike.

The new ways of working (NWW), a contemporary work environment with temporal and spatial flexibilities, has become an enforced reality after the COVID-19 pandemic disrupted workplaces. However, the understanding of how it impacts employee well-being perceptions is limited. Hence, the current study aims to examine how the NWW facets, namely, time- and location-independent work, management of output, access to organizational knowledge and flexibility in working relations relate to employees' life satisfaction, mediated by psychological capital.

A cross-sectional survey was designed to collect data from 459 Indian knowledge workers. Model fit and the hypothesized relationships were tested using IBM SPSS 25, AMOS and PROCESS Macro.

All four NWW facets positively relate to psychological capital, which in turn associates with life satisfaction. Except for the facet “management of output”, the other three facets associate positively with life satisfaction before accounting for the mediator. Indirect effects of all four facets on life satisfaction via psychological capital were established. Overall, the findings establish the important mediating role of psychological capital in relating the NWW facets with life satisfaction.

By examining the previously unexplored relationships between NWW, psychological capital and life satisfaction, this study provides novel insights into the role of personal resources in maximizing the beneficial effects of the NWW practices and is highly relevant in the current context where organizations are trying to identify coping mechanisms that help employees adapt to workplace transformations.

The purpose of this paper is to explore the effect of affiliative-based humorous leadership on hotel employee outcomes (i.e. resistance to change and upward voice), underpinned by affective events theory. Further, this paper investigates psychological capital as a mediation effect and emotional intelligence as a moderation effect.

Using a structured questionnaire, 554 supervisors of 20 four- and five-star hotels in Sharm El-Sheikh responded based on a time-lagged approach. A Smart-partial least squares (Smart-PLS) v. 3.3.9 was used to analyze the data set.

The findings revealed that affiliative-based humorous leadership has a positive effect on psychological capital, and psychological capital has a positive association with employee upward voice. Psychological capital partially mediated the linkage of humorous leadership with employees' upward voices and resistance to change. According to the results, emotional intelligence strengthened the linkage of psychological capital with employee resistance to change and upward voice.

The findings contribute to the body of knowledge on humor and the development of new ideas in the hospitality literature. This paper adds to the hospitality literature on humorous leadership in developing countries, specifically in Egypt. This paper also provides practitioners with new perspectives as they develop strategies and use humor-related wise leadership styles in the workplace.

To the best of the authors’ knowledge, this paper is one of the first studies to assess affiliative-based humor in leadership in the hospitality industry. This paper contributes to future studies on the crucial effect of workplace engagement and its association with employees’ novel and intriguing actions and offers a good guideline for organizations and enterprises wishing to better leverage leader humor.

The goal of this research is to investigate the association between transformational leadership style, psychological capital and job attitude (job satisfaction and organization commitment). Transformational leadership's effects on these job attitudes were also analysed in terms of the mediating effects of psychological capital.

The authors received 296 authentic questionnaires from the para-medical staff working in different public and private healthcare institutes in Jammu and Kashmir, India, and these were then analysed by using SEM with SPSS 25.0 and AMOS 19.

Results implied that transformational leadership increased the levels of employees' job attitudes. The results further displayed that transformational leadership and psychological capital in the workplace are positively associated. The results also showed that psychological capital was positively linked with job attitudes. Moreover, psychological capital serves as a mediating construct between transformational leadership and job attitudes.

The outcomes of this research will help in comprehending the significance of transformational leadership and psychological capital. Further, these research findings affirm the effectiveness of transformational leadership and psychological capital in forecasting positive job attitudes in the Indian work context. The administrators and policymakers in the healthcare sector can implement these concepts to reduce negative job outcomes.

This study expanded on Deci et al.’s (2017) existing self-determination theory model by incorporating leadership style and psychological capital as workplace context and autonomous intrinsic factors, respectively, into the self-determination theory model to study work behaviours of job satisfaction and commitment. This study contributes to existing self-determination theory knowledge by proposing and testing psychological capital as a mechanism for determining the effect of transformational leadership on job attitudes (job satisfaction and organizational commitment).

The purpose of this study is to examine the impact of ethical leadership and psychological capital on knowledge sharing and knowledge creation in organizations. It also investigates the mediating effect of psychological capital and moderating effect of shared goals in the relationship between ethical leadership and knowledge sharing and between ethical leadership and knowledge creation.

The study uses a quantitative research design wherein the survey questionnaire has been used to gather data from 700 respondents in public sector research organizations, information technology companies and central universities and colleges. Hypotheses of the study have been tested using structural equation modelling.

The findings unveil that ethical leadership and psychological capital have a positive impact on knowledge sharing and knowledge creation. Psychological capital mediates and shared goals moderates the relationships of ethical leadership with knowledge sharing and knowledge creation. Knowledge sharing mediates between ethical leadership and knowledge creation.

The study exploits quantitative research methodology, which may be supplemented by other research methodologies by future researchers.

This study offers new insights into the sharing and creating of knowledge by employees under the influences of ethical leadership and psychological capital. It will encourage future researchers and practitioners to further explore these dimensions for a more detailed investigation and explanation at work place. This study suggests that organizational leaders should behave in an ethical manner and should emphasise on various organizational interventions to increase psychological capital and shared goals to strengthen knowledge sharing and knowledge creation.

This study is among early attempts for investigating the linkage of ethical leadership and psychological capital with knowledge sharing and knowledge creation.

In today's dynamic business environment and crisis and pandemic like situations, psychological capital has become very significant for sustainable competitive advantage. Due to its importance in organizational context, researchers are investigating it from various perspectives, making it a burgeoning research area. Hence, this study aims to review the literature, provide identity in terms of various patterns and trends, and build the intellectual structure (academic structure) of psychological capital research by presenting a big picture. It further provides the theories, characteristics, context and methodologies (TCCM) analysis and potential avenues for possible future research to facilitate the growth of the field.

This study compiles, evaluates and synthesizes the extant literature of psychological capital, consisting of 954 journal articles collected from Web of Science (WOS) database, using bibliometric techniques, content analysis, and TCCM analysis.

The study identifies various patterns and trends of psychological capital research and unfolds four major themes, namely psychological capital theoretical concept development, psychological capital relationship building with organizational variables, psychological capital as an underlying mechanism for linkage between organizational variables and psychological capital interventions. It also identifies TCCM outcome and potential avenues for possible future research. The study reveals that psychological capital research area is progressing and has enormous potential to advance in the future.

This study is pivotal to past–future orientation wherein past is being investigated for developing new pathways of psychological capital research. It has used research articles published in the WOS database, and future studies may further enhance the understanding of psychological research using other databases.

In addition to advance a comprehensive understanding of psychological capital research, this study will be a quick reference and notable and profound resource for researchers venturing into this marked research area. Further, it will facilitate to leaders and managers to look into various possible avenues to enhance psychological capital of their subordinates for greater organizational good.

To the best of authors' knowledge, this is first study to advance a comprehensive and systematic understanding of psychological capital by integrating bibliometric, TCCM and content analysis.

The purpose of this paper is to investigate the relationship between leader psychological capital and employee work engagement. Drawing on conservation of resources theory, the authors hypothesize that leader psychological capital is associated with employee work engagement through employee psychological capital. The authors further hypothesize that team collectivism moderates the relationship between leader psychological capital and employee psychological capital.

Multi-source data came from 44 team leaders and 307 employees in Mainland China.

The results suggest a trickle-down relationship between leader psychological capital and employee psychological capital, which in turn is linked to employee engagement. In addition, the relationship between leader psychological capital and employee psychological capital is stronger (weaker) when team collectivism is lower (higher).

By paying attention to the psychological capital of both employees and their leaders, organizations can increase employee engagement which is an important work outcome.

Work engagement is important in the workplace because it is related to a variety of employee work and life outcomes. Prior research has examined the antecedents of work engagement, but little is known about the role of leader psychological capital, a positive psychological state, in shaping employee work engagement. This research applied a resource conservation process model of leader positivity on employee engagement that is mediated by employee psychological capital. This study contributes to a better understanding of the theoretical foundation of leader psychological capital.

The purpose of this paper is to examine the direct and indirect effects of authentic leadership on organizational citizenship behaviour (OCB) with the presence of psychological capital as a mediating factor.

This quantitative research was conducted among 396 front-line employees in six public sector organizations in Sri Lanka. A survey method was employed to collect the data.

It was found that psychological capital partially mediates the relationship between authentic leadership and OCB. In other words, the relationship between authentic leadership and OCB is both direct and indirect, mediated though psychological capital.

The authenticity of leaders' conduct, psychological capabilities and the outcomes of the performance, are rooted in and reinforced by the culture of the particular organization; hence, the findings should be interpreted cautiously.

The framework of the present study provides a guideline to the top management of the public sector in Sri Lanka to design leadership programs that can develop authentic leaders.

The direct and indirect relationships established between authentic leadership and psychological capital and OCB signifies the critical importance of authentic leadership in the development of psychological capital and OCB among employees.