The Adaptive Leader: The Influence of Leaders’ Psychological Capital on Their Task Adaptive Performance Managing Adversity

This study examines the relationship between psychological capital, social capital, and adaptive performance in China’s lodging industry. Recent research has revealed that the production attributes of internal social capital can explain adaptive performance, and that psychological capital affects the relationship attributes of social capital. This raises the question of whether social capital might mediate between psychological capital and adaptive performance. Therefore, this study examined data from a sample of 304 hotel employees in China, using internal social capital as a mediating variable. The results confirmed that psychological capital has a significant positive impact on adaptive performance. Social capital also plays a mediating role partially between psychological capital and adaptive performance. The findings of this study contribute to the theoretical framework of psychological capital and adaptive performance and provide a new approach to human resource management in the lodging industry and other dynamically competitive service industries.

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Impact of Psychological Capital on the Relationship between LMX and Adaptive Performance

Academy of Management Proceedings ◽

10.5465/ambpp.2019.16964abstract ◽

2019 ◽

Vol 2019 (1) ◽

pp. 16964

Author(s):

Isuru Ekmini Dharmasiri Kirige ◽

Ingrid Nielsen ◽

Alexander Newman ◽

Andrea North-Samardzic

Keyword(s):

Psychological Capital ◽

Adaptive Performance ◽

The Relationship

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Workplace Ostracism and Its Negative Outcomes

Journal of Personnel Psychology ◽

10.1027/1866-5888/a000147 ◽

2016 ◽

Vol 15 (4) ◽

pp. 143-151 ◽

Cited By ~ 17

Author(s):

Xiaoming Zheng ◽

Jun Yang ◽

Hang-Yue Ngo ◽

Xiao-Yu Liu ◽

Wengjuan Jiao

Keyword(s):

Affective Commitment ◽

Psychological Capital ◽

Intention To Leave ◽

Future Research ◽

Conservation Of Resources ◽

Negative Consequences ◽

Negative Outcomes ◽

Workplace Ostracism ◽

Using Data ◽

The Relationship

Abstract. Workplace ostracism, conceived as to being ignored or excluded by others, has attracted the attention of researchers in recent years. One essential topic in this area is how to reduce or even eliminate the negative consequences of workplace ostracism. Based on conservation of resources (COR) theory, the current study assesses the relationship between workplace ostracism and its negative outcomes, as well as the moderating role played by psychological capital, using data collected from 256 employees in three companies in the northern part of China. The study yields two important findings: (1) workplace ostracism is positively related to intention to leave and (2) psychological capital moderates the effect of workplace ostracism on affective commitment and intention to leave. This paper concludes by discussing the implications of these findings for organizations and employees, along with recommendations for future research.

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