兴旺的
变革型领导
心理学
繁荣的
工作(物理)
价值(数学)
社会心理学
公共关系
政治学
工程类
计算机科学
机械工程
机器学习
心理治疗师
出处
期刊:International Journal of Productivity and Performance Management
[Emerald (MCB UP)]
日期:2022-12-20
卷期号:73 (2): 435-455
被引量:1
标识
DOI:10.1108/ijppm-02-2022-0077
摘要
Purpose Drawing on the “conservation of resources” theory, the current study examines the mechanisms by which individual-focused transformational leadership (i.e. individualized consideration and intellectual stimulation) is associated with employees' taking charge by investigating the mediating roles of psychological capital and thriving at work. Design/methodology/approach A three-wave research study was conducted, and the data for the study included 220 employees’-supervisors’ dyads from Indian IT (information technology) organizations. Further, confirmatory factor analysis (CFA) was utilized to assess the measurement model, and study hypotheses were tested using Process macro. Findings The study results showed that individual-focused transformational leadership (IFTL) is strongly associated with psychological capital, thriving at work and taking charge. The findings of Process macro analyses indicated that IFTL, directly and indirectly, impacts taking charge behavior via psychological capital and thriving at work. Practical implications The study offers significant practical implications to managers, counsellors and HRM practitioners for crafting workplace interventions to augment employees taking charge behavior. The study findings would aid HRM practitioners in designing individualized-oriented leadership programs for building employees' positive psychological capabilities and thriving experiences for taking charge. Originality/value This paper broadens the existing leadership literature by proposing new pathways through which IFTL encourages employees to take charge. Mainly, research studies need to shed more light on leadership characteristics that influence employees' positive psychological behavior, that is psychological capital and thriving at work. Consequently, this study examined the underlying mechanism through which leadership, psychological capital and thriving interact to stimulate employees taking charge behavior.
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