Investigating the effect of authentic leadership and employees' psychological capital on work engagement: evidence from Indonesia

Niswaty, Risma; Wirawan, Hillman; Akib, Haedar; Saggaf, M. Said; Daraba, Dahyar

doi:10.1016/j.heliyon.2021.e06992

Cited by 45 publications

(42 citation statements)

References 70 publications

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“…However, no significant differences between the groups were observed in hope, resilience, or overall psychological capital scores. These studies align with prior research on psychological capital in public [57,[106][107][108][109] and private [110][111][112][113][114][115][116][117][118][119] sectors. However, it is unclear why the employees in public and private sectors differed in self-efficacy and optimism, but they did not differ in hope, resilience, or overall psychological capital.…”

Section: Public Sector Employees Partially Differ In Their Psychologi...supporting

confidence: 84%

“…Numerous studies have confirmed that psychological capital and its interventions are related to reduced work-related problems, not to mention positive wellbeing and workrelated outcomes [96][97][98][99][100][101][102][103][104][105]. Research of the psychological capital in the public sector has evidenced its' numerous benefits [57,[106][107][108][109]. Similarly, the studies on psychological capital in the business, entrepreneurial, or marketing contexts demonstrated the added value of psychological capital and its interventions for the private sector organizations [110][111][112][113][114][115][116][117][118][119].…”

Section: Psychological Capitalmentioning

confidence: 99%

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Positive Organizational Practices, Life Satisfaction, and Psychological Capital in the Public and Private Sectors

Diržytė

Patapas

2022

Sustainability

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Public and private sector employees confronted stressful life circumstances that affected the world during the COVID-19 pandemic. Therefore, new knowledge on possible psychological and organizational resources is needed. This study aimed to explore positive organizational practices, psychological capital, and life satisfaction of employees in the public and private sectors. The survey applied the Satisfaction with Life Scale (SWLS), the Psychological Capital Questionnaire—PCQ-24, validated in the Lithuanian population (the Lith-PCQ-21), and the Positive Organizational Practices Questionnaire. The sample consisted of 582 employees, including 443 public sector and 139 private sector employees. The respondents’ mean age was 42.0981 years (SD = 13.23083). The CFA results confirmed the six-factor structure of positive organizational practices, χ2 = 270,884.785; Df = 406; CFI = 0.996; TLI = 0.996; NFI = 0.995; RMSEA = 0.074 [0.070–0.078]; SRMR = 0.043, the four-factor structure of psychological capital, χ2 = 32,780.109; Df = 190; CFI = 0.983; TLI = 0.980; NFI = 0.978; RMSEA = 0.082 [0.076–0.088]; SRMR = 0.067, and one factor structure of life satisfaction, χ2 = 10,588.246; Df = 10; CFI = 0.999; TLI = 0.999; NFI = 0.999; RMSEA = 0.022 [0.000–0.066]; SRMR = 0.014. The findings revealed that private sector employees demonstrated higher scores of dignity, support, care, forgiveness, and overall positive organizational practices than public sector employees. Private sector employees demonstrated higher optimism scores than public sector employees, and public sector employees demonstrated higher self-efficacy scores than private sector employees. Male employees demonstrated significantly higher scores on dignity, meaning, and forgiveness than females. Significant positive correlations were found between age and resilience, care and age, care and number of working years, care and number of working years in the current organization. Psychological capital mediated the link between positive organizational practices and life satisfaction. Positive organizational practices were linked to life satisfaction and psychological capital in both employees’ groups, but the features of links were distinctive in the public and private sectors. These results signify the importance of positive organizational practices and psychological capital for the life satisfaction of employees.

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Section: Public Sector Employees Partially Differ In Their Psychologi...supporting

confidence: 84%

Section: Psychological Capitalmentioning

confidence: 99%

Positive Organizational Practices, Life Satisfaction, and Psychological Capital in the Public and Private Sectors

Diržytė

Patapas

2022

Sustainability

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“…At the same time, FSSB adopted by supervisors can relieve anxiety, help employees resolve conflicts in the work and family field, and enhance the sense of belonging of employees ( Wang et al, 2020 ; Wang and Zhao, 2020 ). Niswaty et al (2021) also proved the connection between work-family needs, supervisor support and role satisfaction through a longitudinal study of the Chinese context.…”

Section: Introductionmentioning

confidence: 77%

The Influence of Family Supportive Supervisor Behavior on Employee Creativity: The Mediating Roles of Psychological Capital and Positive Emotion

et al. 2022

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In an increasingly complex external environment, innovation is an important way for companies to build sustainable competitiveness. This research discusses employee creativity from the perspective of Family Supportive Supervisor Behavior (FSSB) based on conservation of resource theory, social exchange theory, psychological capital theory and emotional spillover theory. Through a series of surveys of employees in different companies and jobs, we can understand the impact of family-supporting supervisors’ behavior on their creativity. Combined with the survey data, a structural equation model (SEM) is constructed to analyze the mediating effects of psychological capital and positive emotions based on the causal mediation model. The research found that the positive influence of family-supporting supervisors’ behavior on employees’ creativity has three forms. First, supervisors improve employees’ motivation and sense of efficacy by providing various support resources. Second, supervisors can generate positive spillover effects among employees by influencing employees’ psychological state. Third, supervisors stimulate the creativity of subordinates by promoting work participation and mobility. According to the research conclusions, in order to improve the employee creativity, we should provide incentives to encourage supervisors to carry out family support behaviors, identify employee characteristics to help supervisors provide personalized support, cultivate family supportive leaders, and attach importance to emotional support and play the role of psychological capital and positive emotions.

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“…In addition, domestic and foreign scholars have also explored the relationship between athlete engagement and athlete burnout. Scholars Guo et al (2021) and others found that athlete engagement has a predictive effect on athlete burnout, while scholars Samienia et al (2022) and others found that athlete burnout also predicts athlete engagement, meanwhile, psychological capital, psychological empowerment and psychological need have also been found in the fields of psychology and organizational management to be predictive of work engagement ( Amor et al, 2021 ; Niswaty et al, 2021 ; Liebenberg et al, 2022 ).…”

Section: Introductionmentioning

confidence: 99%

The associations among athlete gratitude, athlete engagement, athlete burnout: A cross-lagged study in China

Guo

Yang²,

Wu³

et al. 2022

Front. Psychol.

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The purpose of this study is to explore the causal relationship among athlete gratitude, athlete engagement, athlete burnout by cross-lag analysis of longitudinal associations. Two questionnaire surveys were conducted on 352 Chinese athletes with an interval of 1 year using gratitude questionnaire, athlete engagement questionnaire and athlete burnout questionnaire. The analysis yielded four main findings. (1) The overall level of athlete gratitude and athlete engagement was high in China. Chinese athletes at master level had higher levels of gratitude and athlete engagement than athletes at I and II grades. (2) Athlete gratitude is a significant negative predictor of athlete burnout, and also a significant positive predictor of athlete engagement. (3) Athlete engagement and athlete burnout are mutually causal and can be mutually predicted. (4) Athlete gratitude indirectly affects athlete burnout through athlete engagement, and also indirectly affects athlete engagement through athlete burnout. The results of the current study demonstrated the important value of gratitude in the growth process of athletes, and clarified the mechanism of gratitude affecting athlete engagement and athlete burnout. These findings have important implications for athlete development by raising athlete gratitude, motivating athlete engagement levels and relieve athlete burnout.

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Investigating the effect of authentic leadership and employees' psychological capital on work engagement: evidence from Indonesia

Cited by 45 publications

References 70 publications

Positive Organizational Practices, Life Satisfaction, and Psychological Capital in the Public and Private Sectors

Positive Organizational Practices, Life Satisfaction, and Psychological Capital in the Public and Private Sectors

The Influence of Family Supportive Supervisor Behavior on Employee Creativity: The Mediating Roles of Psychological Capital and Positive Emotion

The associations among athlete gratitude, athlete engagement, athlete burnout: A cross-lagged study in China

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