Open Access. Powered by Scholars. Published by Universities.®

Management Sciences and Quantitative Methods Commons™

Open Access. Powered by Scholars. Published by Universities.®

Department of Management: Faculty Publications

Articles 121 - 150 of 218

Full-Text Articles in Management Sciences and Quantitative Methods

How Transformational Leadership Weaves Its Influence On Individual Job Performance: The Role Of Identification And Efficacy Beliefs, Fred O. Walumbwa, Bruce Avolio, Weichun Zhu Jan 2008

How Transformational Leadership Weaves Its Influence On Individual Job Performance: The Role Of Identification And Efficacy Beliefs, Fred O. Walumbwa, Bruce Avolio, Weichun Zhu

Department of Management: Faculty Publications

This study examined how transformational leadership directly and indirectly relates to supervisory-rated performance collected over time including 437 participants employed by 6 U.S. banking organizations in the midwest. Results revealed that one’s identification with his or her work unit, self-efficacy, and means efficacy were related to supervisor-rated performance. The effect of transformational leadership on rated performance was also mediated by the interaction of identification and means efficacy, as well as partially mediated by the interaction of self-efficacy and means efficacy. Implications for research, theory, and practice are discussed.

Go to article

Environmental Context, Managerial Cognition, And Strategic Action: An Integrated View, Sucheta Nadkarni, Pamela S. Barr Jan 2008

Environmental Context, Managerial Cognition, And Strategic Action: An Integrated View, Sucheta Nadkarni, Pamela S. Barr

Department of Management: Faculty Publications

This study addresses an apparent disconnect between two views of strategic action: the “economic view,” which contends that industry structure is the primary influence on strategic action, and the “cognitive view,” which suggests that managerial cognition drives strategic action. We argue that this disconnect has created artificial boundaries between the two perspectives and has limited our ability to develop holistic explanations of strategic action. In response, we develop an integrated model that answers two questions: 1) Does industry context affect managerial cognition? 2) Does managerial cognition mediate the relationship between industry context and strategic responses to environmental changes? To examine …

Go to article

Getting Past Conflict Resolution: A Complexity View Of Conflict, Leticia Andrade, Donde Ashmos Plowman, Dennis Duchon Jan 2008

Getting Past Conflict Resolution: A Complexity View Of Conflict, Leticia Andrade, Donde Ashmos Plowman, Dennis Duchon

Department of Management: Faculty Publications

The traditional view of conflict, as a problematic condition always requiring reduction or elimination and whose conditions or outcomes can be predicted, is incompatible with a complex adaptive systems view of organizations. Thus, conventional approaches to reducing conflict are often futile because the fundamental properties of complex adaptive systems are the source of much organizational ‘conflict.’ In this paper we offer an alternative view of conflict as pattern fluctuations in complex adaptive systems. Rather than needing reduction or elimination, conflict is the fuel that drives system growth and enables learning and adaptive behaviors, making innovation possible. Instead of focusing on …

Go to article

On The Same Page: The Value Of Paid And Volunteer Leaders Sharing Mental Models In Churches, Stephanie T. Solansky, Dennis Duchon, Donde Ashmos Plowman, Patricia G. Martínez Jan 2008

On The Same Page: The Value Of Paid And Volunteer Leaders Sharing Mental Models In Churches, Stephanie T. Solansky, Dennis Duchon, Donde Ashmos Plowman, Patricia G. Martínez

Department of Management: Faculty Publications

We examine the idea that mental models shared among paid and volunteer leaders are associated with improved financial performance in nonprofit organizations. Our empirical analysis of thirty-seven churches yields evidence that organizations are more effective if paid and volunteer leaders have a shared task mental model—that is, if they report similar conceptualizations of organizational goals and decision-making processes. These findings suggest that the extent of leaders’ agreement on organizational goals and the processes of how decisions are made matter for organizational performance. We argue that it is as important to ensure that everyone is on the same page with regard …

Go to article

The Utility Of Transactional And Transformational Leadership For Predicting Performance And Satisfaction Within A Path-Goal Theory Framework, Robert P. Vecchio, Joseph E. Justin, Craig L. Pearce Jan 2008

The Utility Of Transactional And Transformational Leadership For Predicting Performance And Satisfaction Within A Path-Goal Theory Framework, Robert P. Vecchio, Joseph E. Justin, Craig L. Pearce

Department of Management: Faculty Publications

In a test of hypotheses derived from the integration of principles of path-goal theory (House, 1996) and transformational leadership theory (Bass, 1985), data collected from 179 high school teachers and their principals were examined with hierarchical regression analysis. Augmentation analysis indicated that transactional leadership had a stronger role in explaining unique criterion variance beyond the contribution of transformational leadership, than did transformational leadership relative to transactional leadership. In addition, both the transactional and transformational leadership had a negative interactive relationship for predicting the outcome of performance, such that leader vision and leader intellectual stimulation were more positively correlated with employee …

Go to article

Organizational Narcissism, Dennis Duchon, Michael Burns Jan 2008

Organizational Narcissism, Dennis Duchon, Michael Burns

Department of Management: Faculty Publications

In order to protect their identities, organizations can become self-obsessed and display extreme narcissistic behaviors, which will, in the long run, lead to decline. Extreme narcissism can take two forms. The high self-esteem narcissistic organization institutionalizes an exalted sense of self-worth and becomes blind to its weaknesses. The low self-esteem narcissistic organization institutionalizes a profound sense of unworthiness and becomes blind to its own strengths. In between the extremes an organization can remain reality-based and institutionalize a healthy sense of self-worth and value. Enron exhibited many characteristics of the high self-esteem narcissistic organization, while Salomon Brothers exhibited characteristics of the …

Go to article

The Mediating Role Of Psychological Capital In The Supportive Organizational Climate–Employee Performance Relationship, Fred Luthans, Steven M. Norman, Bruce J. Avolio, James B. Avey Jan 2008

The Mediating Role Of Psychological Capital In The Supportive Organizational Climate–Employee Performance Relationship, Fred Luthans, Steven M. Norman, Bruce J. Avolio, James B. Avey

Department of Management: Faculty Publications

Although the value of a supportive organizational climate has been recognized over the years, there is a need for better understanding of its relationship with employee outcomes. This study investigates whether the recently emerging core construct of positive psychological capital (consisting of hope, resilience, optimism, and efficacy) plays a role in mediating the effects of a supportive organizational climate with employee outcomes. Utilizing three diverse samples, results show that employees’ psychological capital is positively related to their performance, satisfaction, and commitment and a supportive climate is related to employees’ satisfaction and commitment. The study’s major hypothesis that employees’ psychological capital …

Go to article

Leadership Efficacy: Review And Future Directions, Sean T. Hannah, Bruce Avolio, Fred Luthans, Peter D. Harms Jan 2008

Leadership Efficacy: Review And Future Directions, Sean T. Hannah, Bruce Avolio, Fred Luthans, Peter D. Harms

Department of Management: Faculty Publications

The concept of leader efficacy has received relatively little attention in the leadership literature. This is somewhat surprising given that effective leadership requires high levels of agency (i.e., deliberately or intentionally exerting positive influence) and confidence. This review uses existing theory and research on leader efficacy as a point of departure for proposing an expanded and multi-level framework for understanding the domain of leadership efficacy that includes eader, follower, and collective efficacies. The primary goals are to provide a conceptual framework to stimulate future theory and research on building efficacious leadership and to understand how such leadership develops and …

Go to article

The Future Of Leadership Development: The Importance Of Identity, Multi-Level Approaches, Self-Leadership, Physical Fitness, Shared Leadership, Networking, Creativity, Emotions, Spirituality And On-Boarding Processes, Craig L. Pearce Dec 2007

The Future Of Leadership Development: The Importance Of Identity, Multi-Level Approaches, Self-Leadership, Physical Fitness, Shared Leadership, Networking, Creativity, Emotions, Spirituality And On-Boarding Processes, Craig L. Pearce

Department of Management: Faculty Publications

Leadership and, consequently, leadership development have taken on far greater import in recent times. As organizations have steadily progressed into the knowledge economy we can no longer rely on simple notions of top–down, command-and-control leadership, based on the idea that workers are merely interchangeable drones. Accordingly, in this special issue you will find seven articles that provide a glimpse over the horizon, so to speak, of leadership development: Together the authors provide a rich research roadmap and a practical set of options for leadership development professionals regarding the next important steps for leadership development, which will carry us well into …

Go to article

Positive Organizational Behavior In The Workplace: The Impact Of Hope, Optimism, And Resilience, Carolyn M. Youssef, Fred Luthans Oct 2007

Positive Organizational Behavior In The Workplace: The Impact Of Hope, Optimism, And Resilience, Carolyn M. Youssef, Fred Luthans

Department of Management: Faculty Publications

Drawing from the foundation of positive psychology and the recently emerging positive organizational behavior, two studies (N = 1,032 and N = 232) test hypotheses on the impact that the selected positive psychological resource capacities of hope, optimism, and resilience have on desired work-related employee outcomes. These outcomes include performance (self-reported in Study 1 and organizational performance appraisals in Study 2), job satisfaction, work happiness, and organizational commitment. The findings generally support that employees’ positive psychological resource capacities relate to, and contribute unique variance to, the outcomes. However, hope, and, to a lesser extent, optimism and resilience, do differentially contribute …

Go to article

An Examination Of Interracial Contact: The Influence Of Cross-Race Interpersonal Efficacy And Affect Regulation, Gwendolyn Combs, Jakari Griffith Sep 2007

An Examination Of Interracial Contact: The Influence Of Cross-Race Interpersonal Efficacy And Affect Regulation, Gwendolyn Combs, Jakari Griffith

Department of Management: Faculty Publications

The ability of employees to interact cooperatively and collaboratively is the fulcrum of competitive advantage for organizations operating in pluralistic environments. Contact theory suggests several conditions under which effective interpersonal relationships across racial, ethnic, and cultural groups may occur: Research examining the contact hypothesis has been mixed. The explanation of this inconsistency in the research generally centers on procedural rather than cognitive aspects of the interactions. This article discusses the contact hypothesis with respect to social cognitive functioning of interaction participants. We propose that positive outcomes from application of the contact hypothesis may be influenced by the individual employees’ level …

Go to article

Predicting The Counterproductive Employee In A Child-To-Adult Prospective Study, Brent W. Roberts, Peter D. Harms, Avshalom Caspi, Terri E. Moffitt Sep 2007

Predicting The Counterproductive Employee In A Child-To-Adult Prospective Study, Brent W. Roberts, Peter D. Harms, Avshalom Caspi, Terri E. Moffitt

Department of Management: Faculty Publications

Abstract The present research tested the relations between a battery of background factors and counterproductive work behaviors in a 23-year longitudinal study of young adults (N = 930). Background information, such as diagnosed adolescent conduct disorder, criminal conviction records, intelligence, and personality traits, was assessed before participants entered the labor force. These background factors were combined with work conditions at age 26 to predict counterproductive work behaviors at age 26. The results showed that people diagnosed with childhood conduct disorder were more prone to commit counterproductive work behaviors in young adulthood and that these associations were partially mediated by …

Go to article

The Role Of Leadership In Emergent, Self-Organization, Donde Ashmos Plowman, Stephanie Solansky, Tammy E. Beck, Lakami Baker, Mukta Kulkarni, Deandra Villarreal Travis Aug 2007

The Role Of Leadership In Emergent, Self-Organization, Donde Ashmos Plowman, Stephanie Solansky, Tammy E. Beck, Lakami Baker, Mukta Kulkarni, Deandra Villarreal Travis

Department of Management: Faculty Publications

As complex systems, organizations exist far from equilibrium where the ongoing interaction of system components leads to emergent and self-organizing behavior. What, then, is the role of leadership in systems where change often emerges in unexpected ways? In this paper, we build on the work of Marion and Uhl-Bien who suggest that in complex systems leaders enable rather than control the future. While traditional views of leadership focus on the leader’s responsibility for determining and directing the future through heavy reliance on control mechanisms, we offer empirical support for a different view of leadership based on a complexity perspective of …

Go to article

Shared Leadership Theory, Craig L. Pearce, Jay A. Conger, Edwin A. Locke Jun 2007

Shared Leadership Theory, Craig L. Pearce, Jay A. Conger, Edwin A. Locke

Department of Management: Faculty Publications

Edwin Locke contributed a chapter to the critique section of Craig Pearce and Jay Conger’s (2003a) edited book, Shared Leadership: Reframing the Hows and Whys of Leadership, published by Sage. In this letter exchange, they continue their dialogue on this important topic. They focus in particular on clarifying what each means by “shared leadership” and on what shared leadership can and should look like at the top of organizations.

Go to article

Who Shall Lead? An Integrative Personality Approach To The Study Of The Antecedents Of Status In Informal Social Organizations, Peter D. Harms, Brent W. Roberts, Dustin Wood Jun 2007

Who Shall Lead? An Integrative Personality Approach To The Study Of The Antecedents Of Status In Informal Social Organizations, Peter D. Harms, Brent W. Roberts, Dustin Wood

Department of Management: Faculty Publications

The effects of personality traits, motives, and leadership identity claims on the attainment of status in informal, social organizations were assessed in several organizations using multiple indices of status. The power motive Hope for Power was predictive of holding executive offices. Extraversion and Conscientiousness predicted peer-ratings of social influence. Extraversion, Emotional Stability, and Dominance were related to subjective beliefs of personal power and influence. Seeing oneself as a leader mediated the effects of personality traits and motives on subjective sense of power and attaining social influence, but not achieving formal office. Together, these findings offer an integrated look at the …

Go to article

Being Ethical When The Boss Is Not, Mary Uhl-Bien, Melissa K. Carsten Apr 2007

Being Ethical When The Boss Is Not, Mary Uhl-Bien, Melissa K. Carsten

Department of Management: Faculty Publications

A missing element in discussions of ethical leadership is: What happens to enforcement of ethics if it is the managers who are behaving unethically? In this article we address this question by describing a framework of upward ethical leadership. This framework expands conceptualizations of leadership beyond top-down models to a view that considers employees to be active participants in the leadership process. Upward ethical leadership is defined as leadership behavior displayed by individuals who take action to maintain ethical standards in the face of questionable moral behaviors by higher-ups. It is fostered when employees are encouraged to establish personal power …

Go to article

Diversity Training: Analysis Of The Impact Of Self-Efficacy, Gwendolyn Combs, Fred Luthans Apr 2007

Diversity Training: Analysis Of The Impact Of Self-Efficacy, Gwendolyn Combs, Fred Luthans

Department of Management: Faculty Publications

Although the importance of diversity in organizations is widely recognized, diversity training is under attack. Drawing from self-efficacy theory and research, we developed a questionnaire to measure one’s efficacy of successfully coping with widely recognized diversity initiatives. Then we conducted a study examining the effect of self-efficacy-based diversity training on the level of participant’s measured diversity self-efficacy (DSE) and the possible mediation of this DSE on intentions to pursue positive diversity-related initiatives. The field experimental design showed that training incorporating efficacy components significantly increased trainees’ (N = 276) measured DSE. Diversity training was also shown to be positively related to …

Go to article

Development Of A Global Measure Of Job Embeddedness And Integration Into A Traditional Model Of Voluntary Turnover, Craig Crossley, Rebecca J. Bennett, Steve M. Jex, Jennifer L. Burnfield Jan 2007

Development Of A Global Measure Of Job Embeddedness And Integration Into A Traditional Model Of Voluntary Turnover, Craig Crossley, Rebecca J. Bennett, Steve M. Jex, Jennifer L. Burnfield

Department of Management: Faculty Publications

Recent research on job embeddedness has found that both on- and off-the-job forces can act to bind people to their jobs. The present study extended this line of research by examining how job embeddedness may be integrated into a traditional model of voluntary turnover. This study also developed and tested a global, reflective measure of job embeddedness that overcomes important limitations and serves as a companion to the original composite measure. Results of this longitudinal study found that job embeddedness predicted voluntary turnover beyond job attitudes and core variables from traditional models of turnover. Results also found that job embeddedness …

Go to article

Radical Change Accidentally: The Emergence And Amplification Of Small Change, Donde Ashmos Plowman, Lakami T. Baker, Tammy E. Beck, Mukta Kulkarni, Stephanie Thomas Solansky, Deandra Villarreal Travis Jan 2007

Radical Change Accidentally: The Emergence And Amplification Of Small Change, Donde Ashmos Plowman, Lakami T. Baker, Tammy E. Beck, Mukta Kulkarni, Stephanie Thomas Solansky, Deandra Villarreal Travis

Department of Management: Faculty Publications

A decision to offer breakfast to homeless people led to radical change in a church and its environment. Existing theories of change do not fully explain observations from our qualitative study; however, complexity theory constructs suggest how and why such change emerged. We offer four key findings. First, the radical change was unintended, emergent, and slow. Second, destabilizing conditions helped small changes to emerge and become radical. Third, subsequent actions amplified an initial small change and, though not intended to do so, promoted radical change. Finally, the dynamic interaction of amplifying actions, contextual conditions, and small changes led to continuous …

Go to article

Complexity Leadership Theory: An Interactive Perspective On Leading In Complex Adaptive Systems, Benyamin B. Lichtenstein, Mary Uhl-Bien, Russ Marion, Anson Seers, James Douglas Orton, Craig Schreiber Nov 2006

Complexity Leadership Theory: An Interactive Perspective On Leading In Complex Adaptive Systems, Benyamin B. Lichtenstein, Mary Uhl-Bien, Russ Marion, Anson Seers, James Douglas Orton, Craig Schreiber

Department of Management: Faculty Publications

Traditional, hierarchical views of leadership are less and less useful given the complexities of our modern world. Leadership theory must transition to new perspectives that account for the complex adaptive needs of organizations. In this paper, we propose that leadership (as opposed to leaders) can be seen as a complex dynamic process that emerges in the interactive “spaces between” people and ideas. That is, leadership is a dynamic that transcends the capabilities of individuals alone; it is the product of interaction, tension, and exchange rules governing changes in perceptions and understanding. We label this a dynamic of adaptive leadership, and …

Go to article

Use Of A Classroom Response System To Enhance Classroom Interactivity, Keng Siau, Hong Sheng, Fiona Fui-Hoon Nah Aug 2006

Use Of A Classroom Response System To Enhance Classroom Interactivity, Keng Siau, Hong Sheng, Fiona Fui-Hoon Nah

Department of Management: Faculty Publications

Classroom interactivity is a critical component of teaching and learning. This paper reports on the use of a classroom response system to enhance classroom interactivity in a systems analysis and design course. The success of the project was assessed using both quantitative and qualitative data. A pretest/posttest design was used to examine the effects of a classroom response system on interactivity. The results show that a classroom response system can significantly improve classroom interactivity. Qualitative data was also collected to identify the strengths and weaknesses of using a classroom response system to enhance classroom interaction. Based on the quantitative and …

Go to article

Becoming The Harvard Man: Person-Environment Fit, Personality Development, And Academic Success, Peter D. Harms, Brent W. Roberts, David Winter Jul 2006

Becoming The Harvard Man: Person-Environment Fit, Personality Development, And Academic Success, Peter D. Harms, Brent W. Roberts, David Winter

Department of Management: Faculty Publications

The continuity and change of the needs and evaluations of the college environment and person-environment fit (PE fit) with the college environment were studied in a 4-year longitudinal study of students (N = 191). Perceptions of the environment changed more dramatically than corresponding self-perceived needs. PE fit demonstrated moderate levels of consistency over the 4-year span, but no significant increases in mean levels were found over time. Antecedents to PE fit in the college environment included both intelligence and openness to experience. Outcomes associated with PE fit included changes in personality traits linked to openness to experience and higher academic …

Go to article

Psychological Capital Development: Toward A Micro-Intervention, Fred Luthans, James Avey, Bruce Avolio, Steven M. Norman, Gwendolyn Combs May 2006

Psychological Capital Development: Toward A Micro-Intervention, Fred Luthans, James Avey, Bruce Avolio, Steven M. Norman, Gwendolyn Combs

Department of Management: Faculty Publications

After first providing the meaning of psychological capital (PsyCap), we present a micro-intervention to develop it. Drawn from hope, optimism, efficacy, and resiliency development, this PsyCap Intervention (PCI) is shown to have preliminary support for not only increasing participants’ PsyCap, but also financial impact and high return on investment.

Go to article

Subordinates’ Resistance And Managers’ Evaluations Of Subordinates’ Performance, Bennett J. Tepper, Mary Uhl-Bien, Gary F. Kohut, Steven G. Rogelberg, Daniel E. Lockhart, Michael D. Ensley Apr 2006

Subordinates’ Resistance And Managers’ Evaluations Of Subordinates’ Performance, Bennett J. Tepper, Mary Uhl-Bien, Gary F. Kohut, Steven G. Rogelberg, Daniel E. Lockhart, Michael D. Ensley

Department of Management: Faculty Publications

The authors explored the validity of two perspectives as to how managers evaluate subordinates who resist downward influence attempts: a uniformly dysfunctional perspective (i.e., managers regard all manifestations of resistance as indicators of ineffective influence and rate subordinates unfavorably when they resist) and a multifunctional perspective (i.e., managers regard some manifestations of resistance as more constructive than others and rate subordinates more favorably when they employ constructive resistance tactics). The results of two studies provided support for an interactive model, which predicts that the uniformly dysfunctional perspective is characteristic of lower quality leader-member exchange (LMX) relationships and that the multifunctional …

Go to article

Virtuous Leadership: A Theoretical Model And Research Agenda, Craig L. Pearce, David A. Waldman, Mihaly Csikszentmihalyi Jan 2006

Virtuous Leadership: A Theoretical Model And Research Agenda, Craig L. Pearce, David A. Waldman, Mihaly Csikszentmihalyi

Department of Management: Faculty Publications

In this manuscript we attempt to shed light on the concept of virtuous leadership. We first attempt to identify the nature of virtuous leadership. Next, we specify two potential antecedents of virtuous vertical leadership. Specifically, we identify the personal characteristic of responsibility disposition as well as environmental cues as potential predictors of subsequent virtuous leadership. Moreover. we articulate how virtuous vertical leadership might result in virtuous shared leadership. We also demonstrate how both vertical and shared virtuous leadership can act as key factors in the creation of organizational learning. Importantly. we specify several important research implications of our theoretical model. …

Go to article

Entrepreneurial Self-Efficacy In Central Asian Transition Economies: Quantitative And Qualitative Analyses, Fred Luthans, Elina Sharlezdvna Ibrayeva Jan 2006

Entrepreneurial Self-Efficacy In Central Asian Transition Economies: Quantitative And Qualitative Analyses, Fred Luthans, Elina Sharlezdvna Ibrayeva

Department of Management: Faculty Publications

In both quantitative and qualitative field studies, the self-efficacy of entrepreneurs in the transition economies of Kazakhstan and Kyrgyzstan is examined. Using a social cognitive framework, the complex interaction among these entrepreneurs’ (N=133) personal characteristics, environment, and self-efficacy is analyzed by structural equation modeling. Their self-efficacy was found to have a direct and mediating impact on performance. Another sample of entrepreneurs from these countries (N=239) qualitatively assessed what they actually do in their day-to-day activities. The findings from these two studies contribute to better understanding and have implications for successful entrepreneurial practice in countries undergoing the difficult process of transition …

Go to article

The Importance Of Vertical And Shared Leadership Within New Venture Top Management Teams: Implications For The Performance Of Startups, Michael D. Ensley, Keith M. Hmieleski, Craig L. Pearce Jan 2006

The Importance Of Vertical And Shared Leadership Within New Venture Top Management Teams: Implications For The Performance Of Startups, Michael D. Ensley, Keith M. Hmieleski, Craig L. Pearce

Department of Management: Faculty Publications

The current study investigated the relative influence of vertical versus shared leadership within new venture top management teams on the performance of startups using two different samples. Vertical leadership stems from an appointed or formal leader of a team (e.g., the CEO), whereas shared leadership is a form of distributed leadership stemming from within a team. Transformational, transactional, empowering, and directive dimensions of both vertical and shared leadership were examined. New venture performance was considered in terms of revenue growth and employee growth. The first sample was comprised of 66 top management teams of firms drawn from Inc. Magazine’s …

Go to article

The Impact Of Efficacy On Work Attitudes Across Cultures, Fred Luthans, Weichun Zhu, Bruce Avolio Jan 2006

The Impact Of Efficacy On Work Attitudes Across Cultures, Fred Luthans, Weichun Zhu, Bruce Avolio

Department of Management: Faculty Publications

To answer the call for more cross-cultural research, this study analyzed the efficacy and work attitudes of employee samples from the U.S. and Southeast Asia (Indonesia, Malaysia, and Thailand). The results showed that across these two samples, general efficacy had a significant positive relationship with organizational commitment and a significant negative relationship with intention to turnover. Further analysis also indicated that job satisfaction mediated the relationship between general efficacy and organizational commitment and intention to quit in the U.S. sample. The relationship between general efficacy and organizational commitment was stronger in the U.S. than in the three combined countries sampled …

Go to article

Potential Added Value Of Psychological Capital In Predicting Work Attitudes, Milan Larson, Fred Luthans Jan 2006

Potential Added Value Of Psychological Capital In Predicting Work Attitudes, Milan Larson, Fred Luthans

Department of Management: Faculty Publications

Meeting the challenge of effectively managing human resources requires new thinking and approaches. To extend the traditional perspective of economic capital, increasing recognition is being given to human capital and more recently social capital, this article proposes and empirically tests the potential added value that psychological capital may have for employee attitudes of satisfaction and commitment. After first providing the background and theory of PsyCap, this article reports a study of manufacturing employees (N = 74) that found a significant relationship between PsyCap and job satisfaction (r=.373) and organization commitment (r=.313). Importantly, the employees’ PsyCap had a significant added impact …

Go to article

Developing The Psychological Capital Of Resiliency, Fred Luthans, Gretchen R Vogelgesang, Paul B. Lester Jan 2006

Developing The Psychological Capital Of Resiliency, Fred Luthans, Gretchen R Vogelgesang, Paul B. Lester

Department of Management: Faculty Publications

In these turbulent times, we propose the importance of developing the psychological capital dimension of resiliency. After providing the theoretical background and meaning of psychological capital in general and resiliency in particular, the authors present proactive and reactive human resource development (HRD) strategies for its development. The proactive HRD includes increasing psychological assets, decreasing risk factors, and facilitating processes that allow human resources to enhance their resilience. The reactive HRD largely draws from a broaden-and-build model of positive emotions and self-enhancement, external attribution, and hardiness. The article includes specific guidelines for HRD applications and an agenda for future needed research.

Go to article

First Prev Next Last