Browsing by Subject "Psychological capital"

Now showing 1 - 2 of 2

Open Access
How do different faces of paternalistic leaders facilitate or impair task and innovative performance? opening the black box
(SAGE Publications, 2020) Karakitapoğlu-Aygün, Zahide; Gümüşluoğlu, Lale; Scandura,T. A.
There is a growing amount of research integrating leadership and positive organizational behavior literatures in order to understand the processes through which leadership contributes to performance. One such mechanism through which leaders influence performance is psychological capital (PsyCap). Particularly, paternalistic leadership, which is a leadership style that combines discipline, authority, and power with fatherly benevolence, may be a critical antecedent to the development of followers’ PsyCap. Yet no studies to date have investigated how paternalistic leaders affect followers’ PsyCap, which, in turn, influences their task and innovative performance. To this end, based on a sample of 409 Turkish employees and their 72 leaders, the current study investigates the effects of three dimensions of paternalistic leadership (i.e., benevolent, authoritarian, and authoritative) on followers’ leader-rated task and innovative performance. While there were no significant mediation effects for task performance, the results revealed that both benevolent and authoritative leadership positively influenced innovative performance through enhancing followers’ PsyCap. Authoritarian leadership, however, has negative effects on PsyCap, which, in turn, mediates the effect on innovative performance of followers. The theoretical and practical implications of our findings, along with suggestions for future research, are discussed.
Open Access
Leaders' narcissism and organizational cynicism in healthcare organizations
(Emerald Group Publishing Ltd., 2017) Erkutlu, Hakan; Chafra, Jamel
Purpose - Drawing on the social exchange theory and the stressor-strain framework, the purpose of this paper is to examine the relationship between leaders' narcissism and employees' organizational cynicism. Specifically, the authors take a relational approach by introducing employees' psychological strain as the mediator. The moderating role of psychological capital in the relationship between leaders' narcissism and employees' cynicism is also considered. Design/methodology/approach - The data of this study encompass 1,215 certified nurses from 15 university hospitals in Turkey. Hierarchical multiple regression analysis was conducted to test the proposed model. Findings - The statistical results of this study supported the positive effect of leaders' narcissism on employees' cynicism as well as the mediating effect of employees' psychological strain. Moreover, when the level of psychological capital is high, the relationship between leaders' narcissism and organizational cynicism is weak, whereas the effect is strong when the level of psychological capital is low. Practical implications - The findings of this study suggest that managers in the healthcare industry should be sensitive in treating their subordinates, as it will lead to positive interpersonal relationship, which, in turn, will reduce employee cynicism. Moreover, managers should pay more attention to the buffering role of psychological capital for those employees with high psychological strain and showing organizational cynicism. Originality/value - As the healthcare sector continues to go through a transformational change, it is important to identify organizational factors that affect employee attitudes. There is limited empirical evidence about the determinants of cynicism, particularly in the healthcare sector environment. This study contributes to the literature on organizational cynicism by revealing the relational mechanism between leaders' narcissism and employee cynicism. The paper also offers a practical assistance to employees in the healthcare management and their leaders interested in building trust, increasing leader-employee relationship and reducing organizational cynicism.