Organizations face increasing pressure while operating in volatile and uncertain times. Leaders are required to perform under increasingly high demands. There is mounting evidence that there is value in having a positive mindset and the same has been found true for positive approaches in the workplace. Understanding the impact, a leader has on their teams can have a profound effect on company success. This multilevel quantitative research study explored the overall research question Does a leader’s level of psychological capital influence team organizational citizenship behaviors and job performance? Previous research has found relationships at the individual or level 1. This study seeks to expand the body of knowledge by measuring the level 2 or team relationship. Data were collected from 17 leaders follow groups comprised of 89 participants from various industries and company sizes. The Psychological Capital Questionnaire (PCQ)–12 was used to evaluate Psychological Capital. The Organizational Citizenship Behavior Five-Dimension Scale was used to evaluate Organizational Citizenship Behavior. The Seven items Technical and Social Performance Scale was used to evaluate performance. The findings did not support the research question however it does reveal implications for practice that organizations and individual leaders should consider.
|Commitee:||Thompson, Jennifer, Williams, Charmon|
|School:||The Chicago School of Professional Psychology|
|School Location:||United States -- Illinois|
|Source:||DAI-A 82/7(E), Dissertation Abstracts International|
|Subjects:||Management, Organization Theory, Organizational behavior|
|Keywords:||Job performance, Multilevel, Organizational citizenship behavior, Positive leadership, Positive psychology, Psychological capital|
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