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Knowledge sharing usually happens in a work group context, but it is rarely know how group leaders influence their members’ knowledge-sharing performance. Based on social exchange theory (SET) and the perspective of positive organizational behavior (POB), this study aims to argue that a group leader’s positive leadership (e.g. empowering leadership) can help group members develop positive psychological capital which can increase their knowledge sharing.

The authors conduct a multilevel analysis to explore the interrelationship among empowering leadership, psychological capital and knowledge sharing. The sample includes 64 work groups consisting of 537 group members, and empirical testing is carried out by hierarchical linear modeling.

The results show that empowering leadership in a work group has a direct cross-level impact on members’ knowledge sharing and that psychological capital partially mediates the relationship between empowering leadership and knowledge sharing. As a result, this study shows that group leaders with positive leadership can help their members develop better positive psychological resources, which should lead to better knowledge sharing.

Based on the multilevel perspective and SET, this is the first study to explore how group leaders’ empowering leadership influences members’knowledge sharing. Depending on integrating the POB perspective into SET, this study is also the first one that connects two emerging and important research issues – POB and knowledge sharing.

Recognising the value of positive organisational behaviour at the workplace, this paper aims to provide a major review of the current state of research on positivity, and subsequently proposes new pathways for more theory building relating to important constructs conceptually related to positivity. Following the integration of emerging but disparate research on workplace positivity and related concepts, the paper develops a conceptual framework depicting the relationships amongst authentic leader behaviours, organisational virtuousness, psychological capital, thriving and job performance.

The paper offers a systematic critical review of published studies representing the literature addressing authentic leadership, organisational virtuousness, thriving, psychological capital and job performance. The paper relied on computerised keyword searches in the main business source databases of Emerald, ProQuest, ScienceDirect, EBSCOhost and SpringerLink.

This paper leads to a conceptual framework proposing direct relationships between authentic leadership, psychological capital, organisational virtuousness and job performance. Further, authentic leadership is proposed to potentially nurture organisational virtuousness, psychological capital, employee thriving and job performance, given the theoretical linkages between these conceptually relevant variables related to positivity. Additionally, organisational virtuousness and psychological capital are projected to mediate the relationship between authentic leadership and employee thriving. Finally, organisational virtuousness, psychological capital and employee thriving are designated as mediators of the relationship between authentic leadership and job performance.

This paper proposes a conceptual framework focusing on one form of positive leader behaviour and also assumes specific causal pathways using a positivistic research approach to understanding the leadership–performance relationship. The paper did not examine all possible antecedents of positivity at the workplace.

The proposed conceptual framework should form the basis of many organisational interventions, especially in relation to boosting authentic leadership, organisational virtuousness, psychological capital, employee thriving and job performance. By suggesting the association between authentic leadership, psychological capital and organisational virtuousness, this paper highlights potential benefits from effective leaders’ commitment to enhancing psychological capital and organisational virtuousness and engendering thriving behaviour and job performance.

This novel paper has the potential to stimulate the empirical studies on workplace positivity through the association of authentic leadership, psychological capital, organisational virtuousness and thriving.

The purpose of this study is to examine the relationship between psychological capital (comprised of hope, optimism, efficacy and resilience) and employee performance through multiple studies and methods of data.

The study included two samples in a large financial firm headquartered in Melbourne, Australia. The employees' level of psychological capital were measured with the psychological capital questionnaire. Via regression, this was related to individual level financial performance data from the firm and manager rated performance.

As hypothesized, psychological capital was found to be related to employees' level of financial performance, referrals within the firm and manager rated performance. The findings are relevant to advancing previous studies on psychological capital and employee performance in that multiple sources and types of data were used to test hypotheses overcoming past concerns of common method and source variance and adding validity to these results.

While the use of two samples replicating results enhanced generalization, the major limitation in the study concerns internal validity. Specifically, this study did not use an experimental design and, thus, relationships may be reverse causal or reciprocal.

Overall, the integration of positive psychology and organizational behavior continues to flourish. The paper demonstrates that psychological capital is associated with multiple measures of employee performance across two field studies. In conclusion, empirical research in positive organizational behaviour is likely to advance to the boundaries of the theory including how psychological capital manifests across multiple contexts, bio‐data predicting psychological capital and multi‐level issues such as team, group, organizational and even cultural psychological capital.

This paper aims to explore the effects of the positive psychological capital of young start-up entrepreneurs on start-up intention and entrepreneurial performance and examines variations in the relationship when measures based on Hofstede’s (1980) cultural dimensions model are applied. This study aimed to analyze whether the sub-factors comprising positive psychological capital differ across distinct groups, thereby enhancing the effects on start-up intention and entrepreneurial performance.

Data were collected from a total of 600 young start-up entrepreneurs from China (n = 300) and Korea (n = 300) to examine the relationship between psychological capital and start-up intention on entrepreneurial performance. To test the hypotheses, multi-group confirmatory factor analysis (CFA) with covariance structure analysis was conducted using EQS6b.

The results of the CFA show that sub-factors that comprise positive psychological capital, namely, hope, resilience and self-efficacy, were found to have positive effects on start-up intention. However, another sub-factor, optimism, did not have a significant effect on start-up intention. In addition, the positive psychological capital of young start-up entrepreneurs was found to be closely related to start-up intention.

A limitation of this study is that it fails to cover a wide range of concepts associated with psychological capital. There are likely many concepts that factor into understanding psychological capital beyond trust, the sharing of core values and the sharing of knowledge. In the future, systematic studies need to be conducted on models that review the roles of a wide range of explanatory variables for psychological capital.

The implications of this study apply in two areas. First, the academic implications involve the evaluation of psychological capital. Psychological capital is not being studied as widely as it should be in many areas of management and financial studies. Even though intrinsic factors such as psychological capital are core marketing concepts that cannot be neglected by today’s enterprises and CEOs, theories and empirical studies on these factors have made little progress. Under such circumstances, this study represents an opportunity to advance the theoretical discussion by presenting and examining new intrinsic factors associated with young start-up entrepreneurs from the perspectives of the managerial mindset, personnel management and marketing capabilities.

In the early stages of the introduction of psychological capital, studies focused on the meaning of research, the development of valid measurement tools and strategies for developing psychological capital. This paper presents an empirical study on the relationship between several variables related to the positive psychological capital of entrepreneurs, start-up intention and entrepreneurial performance. On the individual level, this study focused on the relationship between psychological capital and start-up intention and entrepreneurial performance, respectively.

Existing studies on psychological capital have focused mainly on positive organizational behavior. In the early stages of the introduction of psychological capital, studies focused on the meaning of research, the development of valid measurement tools and strategies for developing psychological capital. This paper presents an empirical study on the relationship between several variables related to the positive psychological capital of entrepreneurs, start-up intention and entrepreneurial performance.

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.

This study examines the relationship between task-oriented leadership style, psychological capital, job satisfaction and organizational commitment: evidence from Vietnamese small and medium-sized enterprises.

The method employed in the research is the Structural Equation Modeling (SEM) for testing hypotheses of data collected from a sample of 800 employees working in small and medium-sized enterprises in Vietnam.

The results show that the task-oriented leadership style has a positive impact on organizational commitment, limits job satisfaction and no obvious association with the psychological capital of employees. Besides, job satisfaction and psychological capital play an important role in the organizational commitment of employees in small and medium-sized enterprises of Vietnam.

This paper aims to shed light on a less fully explored topic for organizational behavior in small and medium-sized enterprises in emerging markets like Vietnam. In contrast to extensive studies on the participative and supportive leader, this study focuses on task-oriented leadership style in the testing and analysis to understand the theory of leadership style, psychological capital, job satisfaction and organizational commitment in emerging markets and provides more knowledge on employee behavior management for companies in Vietnam. This is a unique contribution to the original value of this article.

In an attempt to promote sport employees’ well-being, the purpose of this paper is to examine the more traditional constructs of psychological capital (i.e. hope, efficacy, resiliency and optimism) and to feature the inclusion of authenticity, an often overlooked construct, among sport employees.

This conceptual paper is designed to create an expanded sport employee psychological capital construct, labeled A-HERO, and a subsequent theoretical model to improve their well-being.

In detailing a conceptual model of A-HERO for well-being, the model includes and explains the relationships among sport employee antecedents (i.e. sport employee identification, pride and passion), an organizational contextual variable (person–organization fit), and an important employee and organizational outcome (i.e. employee well-being) in contemporary sport organizations.

A-HERO offers a necessary first step for future theoretical research and empirical applications to improve sport employees’ well-being.

By elucidating the role of authenticity at work with traditional psychological capital constructs in the current sport industry, this paper stimulates sport business and management scholars to validate empirically the A-HERO construct and examine proposed relationships for an improved prediction of sport employees’ well-being.

On the basis of the hierarchical organizational structure, this study investigated how empowering leadership influences hotel employees' proactive work behavior through multiple cross-level mediation processes. This study also investigated whether psychological empowerment, positive psychological capital, job characteristics and job embeddedness can activate the linkage of the aforementioned trickle-down effects.

This study draws data from 826 international tourist hotel employees at different times with hierarchical linear modeling (HLM) analyses.

Multiple cross-level mediation analyses indicate that (1) psychological empowerment mediates the cross-level influences of empowering leadership on job characteristics and positive psychological capital; (2) positive psychological capital mediates the cross-level influences of empowering leadership on job embeddedness and proactive work behavior; and (3) job embeddedness mediates the cross-level influences of psychological empowerment and job characteristics on proactive work behavior.

In the post-pandemic era, the valuable trickle-down effects of empowering leadership could spill over into employees' positive beliefs of psychological empowerment, which ultimately benefit working responsibility and organizational operations.

The results support and suggest that maximizing the benefits of empowering leadership could eventually foster proactivity and performance in the workplace under hospitality and tourism settings.

Organizational climates reflect employee perceptions of the way organizational culture is actualized and most studies explore one or two climates only. The present study uses a positive organizational behavior approach and conservation of resources theory to explore a global positive climate (GPC) encompassing five climates: perceive organizational support, psychosocial safety climate, organizational mindfulness, worthy work and inclusion climate. The GPC is used to predict employee engagement and job satisfaction, with psychological capital as a mediator. Beyond this, high performance work systems (HPWS) are included as a moderator of GPC to test the potential way HR practices might interact with positive climates to achieve superior outcomes.

A large sample (n = 1,007) of New Zealand workers across a wide range of occupations and industries. Confirmatory factor analysis (CFA) of the data was used and moderated mediation tests were conducted.

GPC is significantly related to psychological capital, employee engagement and job satisfaction, and while psychological capital also predicts the outcomes, and has some mediation effects on GPC influence, GPC remains significant. HPWS is significantly related to psychological capital only and interacts with GPC leading to the highest psychological capital and employee engagement. Significant moderated mediation effects are found, with the indirect effect of GPC increasing as HPWS increase.

This research is important because it provides empirical evidence around a GPC and shows how organizations and HRM managers can enhance key employee attitudes through building a strong climate and providing important HR practices.

Beyond unique effects from GPC, the findings provide useful theoretical insights toward conservation of resources theory.

This study aims to empirically examine the relationship of ethical leadership and psychological capital with knowledge creation. It also investigates the effect of psychological capital as a mediator in the relationship between ethical leadership and knowledge creation.

This study is based on quantitative research methodology. The data was gathered using a survey questionnaire from 286 members of public-sector research organizations (PSROs) in India. Structural equation modelling (SEM) was used for hypotheses testing.

The findings of this study show that ethical leadership and psychological capital have a positive influence on knowledge creation. Further, psychological capital mediated the relationship between ethical leadership and knowledge creation.

This study is a quantitative cross-sectional study. However, future researchers may use qualitative research methodology and longitudinal data collection to supplement this study.

This study provides new understanding into the creation of knowledge by emphasizing on the critical role played by ethical leadership and psychological capital and, thus, makes significant theoretical contribution. It emphasizes that managers should not only be ethical but also use interventions to strengthen psychological capital of employees to strengthen knowledge creation.

To the best of authors’ knowledge, this is the first study to examine the underlying mechanism of psychological capital in explaining the links of ethical leadership with knowledge creation.