Keywords : Psychological Capital


Transformational Leadership Spur Organizational Commitment among Optimistic Followers: The Role of Psychological Capital

Chunhui Huo; Muhammad Waheed Akhtar; Muhammad Arslan Safdar; Muhammad Kashif Aslam; Khurram Abbas; Muhammad Hasan Rafiq; Kamran Iqbal; Dr Saad Najim AL-Khafaji

International Journal of Organizational Leadership, 2020, Volume 9, Issue 2, Pages 93-104
DOI: 10.33844/ijol.2020.60498

The present study aims to investigate the effect of transformational leadership on psychological capital and organizational commitment. In addition, this study investigates the effect of psychological capital on organizational commitment. Furthermore, this study also investigates the mediating effect of psychological capital on the relationship between transformational leadership and organizational commitment under the lens of social exchange theory. Three hundred-fifty survey questionnaires were distributed among employees of the health sector to test the hypotheses of this study. We validated the proposed framework using the mediation technique. The results indicated that transformational leadership is significantly related to organizational commitment and psychological capital. Further, results also revealed that psychological capital is significantly related to organizational commitment. Moreover, the results also showed that psychological capital mediates the relationship between transformational leadership and organizational commitment. This study will be significant for the managers and employees in the health sector who need to understand that transformational leaders promote psychological capital, which ultimately enhances organizational commitment. Healthcare management should arrange training programs on transformational leadership styles for managers because transformational leaders gain their subordinates’ trust due to their devotion and contributions. The limitations of this study and future directions are also provided in the discussion section.

Examining the Influence of Workplace Bullying on Job Burnout: Mediating Effect of Psychological Capital and Psychological Contract Violation

Muhammad Ali; Hina Bilal; Basharat Raza; Muhammad Usman Ghani

International Journal of Organizational Leadership, 2019, Volume 8, Issue 2, Pages 1-11
DOI: 10.33844/ijol.2019.60467

Workplace Bullying (WB) is a general and severe issue on workplace in the current era resulting in adverse concerns for both employees and organizations. The issue of workplace bullying needs to be investigated on workplaces to identify the adverse effect on employees’ attitudes and behaviors. The study investigates the direct association between linking between workplace bullying and Job Burnout (JB); and indirect association through the mediation of Psychological Contract Violation (PCV) and Psychological Capital (PC). The data were collected by using purposive sampling technique from 310 nurses though self-administered questionnaires employed in public and private hospitals of Lahore, Pakistan. The Structural Equation Modelling (SEM) analysis was utilized for hypotheses testing. The outcomes demonstrate that workplace bullying is directly positively related to job burnout. In other words, employees who face the workplace bullying or being bullied experience the burnout. The findings also reveal that workplace bullying indirectly influence the JB through intervening role of PC and PCV. In other words, workplace bullying reduces psychological capital which result in job burnout among employees, and result in psychological contract violation which lead toward job burnout among employees. This study provided initial empirical evidence regarding the intervening effect of psychological capital and psychological contract violation between the relationship of workplace bullying and job burnout. The implications, limitations and future directions are also discussed.

Authentic Leadership: A New Approach to Leadership (Describing the Mediatory Role of Psychological Capital in the Relationship between Authentic Leadership and Intentional Organizational Forgetting)

Samaneh Mohammadpour; Nour Mohammad Yaghoubi; Amin Reza Kamalian; Habibollah Salarzehi

International Journal of Organizational Leadership, 2017, Volume 6, Issue 4, Pages 491-504
DOI: 10.33844/ijol.2017.60278

In the last decade, companies have increasingly understood the value of knowledge management for obtaining competitive advantage. The two main dimensions of knowledge management are organizational learning and organizational forgetting. Despite much research that has been done about knowledge management and organizational learning, not much studies have been conducted so far on organizational forgetting and how to handle it. The purpose of the present study is to consider the relationship between the most recent leadership approach called authentic leadership and the concept of intentional organizational forgetting and psychological capital, which are suggested as a conceptual model for the first time. Research methodology is descriptive-correlational, and in terms of purpose, it is an applied study. Statistical population includes the employees of National Oil Products Distribution Company of Sistan and Baluchestan Province, out of which 165 individuals were selected through random sampling. Data collection tool includes the standard questionnaires of authentic leadership, organizational forgetting, and psychological capital, whose content validity was confirmed by experts’ comments and its reliability was confirmed by Cronbach’s alpha. In this research, correlation test, regression test, and structural equations model were used, and data were analyzed using LISREL Software. Results indicate that authentic leadership directly and indirectly affects intentional organizational forgetting through psychological capital. Also, the psychological capital, as a mediator variable, is relatively effective in the relationship between authentic leadership and intentional organizational forgetting.