In the eyes of the beholder

Transformational leadership, positive psychological capital, and performance

Janaki Gooty, Mark Gavin, Mark Gavin, Michael Lance Frazier, Bradley D. Snow

Research output: Contribution to journalArticle

104 Citations (Scopus)

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.

Original languageEnglish
Pages (from-to)353-367
Number of pages15
JournalJournal of Leadership and Organizational Studies
Volume15
Issue number4
DOIs
StatePublished - 2009
Externally publishedYes

Fingerprint

leadership
follower
performance
organizational behavior
citizenship
Psychological capital
Transformational leadership
Follower
literature
Structural equation modeling
Propensity
Positive organizational behavior
Conceptual model
Organizational citizenship behavior

All Science Journal Classification (ASJC) codes

  • Sociology and Political Science
  • Business and International Management
  • Strategy and Management
  • Organizational Behavior and Human Resource Management
  • Management Science and Operations Research

Cite this

In the eyes of the beholder : Transformational leadership, positive psychological capital, and performance. / Gooty, Janaki; Gavin, Mark; Gavin, Mark; Frazier, Michael Lance; Snow, Bradley D.

In: Journal of Leadership and Organizational Studies, Vol. 15, No. 4, 2009, p. 353-367.

Research output: Contribution to journalArticle

@article{332301fea39c4080a9829f05a1e9efe7,
title = "In the eyes of the beholder: Transformational leadership, positive psychological capital, and performance",
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.",
author = "Janaki Gooty and Mark Gavin and Mark Gavin and Frazier, {Michael Lance} and Snow, {Bradley D.}",
year = "2009",
doi = "10.1177/1548051809332021",
language = "English",
volume = "15",
pages = "353--367",
journal = "Journal of Leadership and Organizational Studies",
issn = "1548-0518",
publisher = "SAGE Publications Inc.",
number = "4",

}

TY - JOUR

T1 - In the eyes of the beholder

T2 - Transformational leadership, positive psychological capital, and performance

AU - Gooty, Janaki

AU - Gavin, Mark

AU - Gavin, Mark

AU - Frazier, Michael Lance

AU - Snow, Bradley D.

PY - 2009

Y1 - 2009

N2 - 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.

AB - 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.

UR - http://www.scopus.com/inward/record.url?scp=65449164211&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=65449164211&partnerID=8YFLogxK

U2 - 10.1177/1548051809332021

DO - 10.1177/1548051809332021

M3 - Article

VL - 15

SP - 353

EP - 367

JO - Journal of Leadership and Organizational Studies

JF - Journal of Leadership and Organizational Studies

SN - 1548-0518

IS - 4

ER -