Affiliation:
1. State University of New York at Binghamton,
2. Oklahoma State University
Abstract
This article develops and tests a conceptual model of followers' perceptions of transformational leadership as an antecedent to their positive psychological capital—a higher-order construct that represents an individual's motivational propensity and perseverance toward goals. Positive psychological capital, in turn, has in-role performance and organizational citizenship behavior as consequences. Structural equation modeling results support the relationship between followers' perceptions of transformational leadership and positive psychological capital, as well as the relationship between positive psychological capital and each performance outcome. Implications of these results are discussed regarding the literatures of transformational leadership and positive organizational behavior.
Subject
Management Science and Operations Research,Organizational Behavior and Human Resource Management,Strategy and Management,Sociology and Political Science,Business and International Management
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221 articles.
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