Hostname: page-component-76fb5796d-45l2p Total loading time: 0 Render date: 2024-04-25T10:16:56.312Z Has data issue: false hasContentIssue false
  • English
  • Français

A cross-level model of team-level psychological capital (PsyCap) and individual- and team-level outcomes

Published online by Cambridge University Press:  11 May 2018

Sarah Dawkins ,
Angela Martin ,
Jenn Scott ,
Kristy Sanderson  and
Benjamin Schüz
Sarah Dawkins*
Affiliation:
Tasmanian School of Business and Economics, University of Tasmania, Hobart, Tasmania, Australia
Angela Martin
Affiliation:
Tasmanian School of Business and Economics, University of Tasmania, Hobart, Tasmania, Australia
Jenn Scott
Affiliation:
School of Medicine (Psychology), University of Tasmania, Hobart, Tasmania, Australia
Kristy Sanderson
Affiliation:
School of Health Sciences, University of East Anglia, Norwich, United Kingdom
Benjamin Schüz
Affiliation:
Public Health Medicine, University of Bremen, Bremen, Germany
*
Corresponding author: Sarah.Dawkins@utas.edu.au
Get access Rights & Permissions [Opens in a new window]

Abstract

Psychological capital (PsyCap) is a higher-order construct reflecting the psychological resources of hope, efficacy, resilience and optimism. This study adopted a multilevel approach to investigate relationships between team-level PsyCap and team- and individual-level outcomes. We also compared two compositional models of aggregation to represent team-level PsyCap. Findings revealed significant associations between team-level PsyCap and team- (performance and satisfaction) and individual-level (job satisfaction, turnover intent) outcomes, particularly when a referent-shift model of aggregation was employed. We also investigated PsyCap strength to explore the degree to which team member consensus regarding PsyCap perceptions may moderate these relationships. We found that team PsyCap strength had a significant influence in the prediction of most outcomes. Our findings emphasize the importance of fostering team-level positivity, as the benefits of team-level PsyCap can operate at both the individual and team level. Theoretical and practical implications of the findings are discussed, along with avenues for future research.

Keywords

teamsmultilevelpsychological capitalteam performancejob satisfaction
Type
Research Article
Information
Journal of Management & Organization , Volume 27 , Issue 2 , March 2021 , pp. 397 - 416
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2018

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Avey, J. B., Avolio, B. J., & Luthans, F. (2011). Experimentally analyzing the impact of leader positivity on follower positivity and performance. The Leadership Quarterly, 22, 282–294.CrossRefGoogle Scholar
Avey, J. B., Luthans, F., & Youssef, C. M. (2010). The additive value of positive psychological capital in predicting work attitudes and behaviors. Journal of Management, 36, 430–452.CrossRefGoogle Scholar
Avey, J. B., Reichard, R. J., Luthans, F., & Mharte, K. H. (2011). Meta-analysis of the impact of positive psychological capital on employee attitudes, behaviors, and performance. Human Resource Development Quarterly, 22, 127–152.CrossRefGoogle Scholar
Baker, D. F. (2001). The development of collective efficacy in small task groups. Small Group Research, 32, 451–474.CrossRefGoogle Scholar
Bandura, A. (1997). Self-efficacy: The exercise of control. New York: Freeman.Google Scholar
Bergheim, K., Nielsen, M. B., Mearns, K., & Eid, J. (2015). The relationship between psychological capital, job satisfaction and safety perceptions in the maritime industry. Safety Science, 74, 27–36.CrossRefGoogle Scholar
Blau, P. (1964). Exchange and power in social life. New York: Wiley.Google Scholar
Bowling, N. A., Eschleman, K. J., & Wang, Q. (2010). A meta-analytic examination of the relationship between job satisfaction and subjective well-being. Journal of Occupational and Organizational Psychology, 83, 915–934.CrossRefGoogle Scholar
Chan, D. (1998). Functional relations among constructs in the same content domain at different levels of analysis: A typology of composition models. Journal of Applied Psychology, 83, 234–246.CrossRefGoogle Scholar
Cheung, F., Tang, C. S., & Tang, S. (2011). Psychological capital as a moderator between emotional labor, burnout, and job satisfaction among school teachers in China. International Journal of Stress Management, 18, 348–371.CrossRefGoogle Scholar
Clapp-Smith, R., Vogelgesang, G. R., & Avey, J. B. (2009). Authentic leadership and positive psychological capital: The mediating role of trust at the group level of analysis. Journal of Leadership & Organizational Studies, 15, 227–240.CrossRefGoogle Scholar
Cole, M. S., Bedeian, A. G., Hirschfeld, R. R., & Vogel, B. (2011). Dispersion-composition models in multilevel research: A data-analytic framework. Organizational Research Methods, 14, 718–734.CrossRefGoogle Scholar
Colquitt, J. A., Noe, R. A., & Jackson, C. L. (2002). Justice in teams: Antecedents and consequences of procedural justice climate. Personnel Psychology, 55, 83–109.CrossRefGoogle Scholar
Conway, J. M., & Lance, C. E. (2010). What reviewers should expect from authors regarding common method bias in organizational research. Journal of Business and Psychology, 25, 325–334.CrossRefGoogle Scholar
Dawkins, S., Martin, A., Scott, J. L., & Sanderson, K. (2013). Building on the positives: A psychometric review and critical analysis of the construct of Psychological Capital (PsyCap). Journal of Occupational and Organizational Psychology, 86, 348–370.CrossRefGoogle Scholar
Dawkins, S., Martin, A., Scott, J. L., & Sanderson, K. (2015). Advancing conceptualization and measurement of psychological capital as a collective construct. Human Relations, 68, 925–949.CrossRefGoogle Scholar
Degoey, P. (2000). Contagious justice: Exploring the social construction of justice in organizations. Research in Organizational Behavior, 22, 51–102.CrossRefGoogle Scholar
Fredrickson, B. L. (2003). Positive emotions and upward spirals in organizations. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive organizational scholarship: Foundations of a new discipline (pp. 163–175). San Francisco, CA: Berrett-Koehler.Google Scholar
Fried, Y., & Tiegs, R. B. (1995). Supervisors’ role conflict and role ambiguity differential relations with performance ratings of subordinates and the moderating effect of screening ability. Journal of Applied Psychology, 80, 282–291.CrossRefGoogle Scholar
Heled, E., Somech, A., & Waters, L. (2016). Psychological capital as a team phenomenon: Mediating the relationship between learning climate and outcomes at the individual and team levels. The Journal of Positive Psychology, 11, 303–314.CrossRefGoogle Scholar
Hirst, G. (1999). The relationship between team communication and R&D project performance: A five factor model. Melbourne: University of Melbourne.Google Scholar
Huang, J. C. (2012). The relationship between conflict and team performance in Taiwan: The moderating effect of goal orientation. The International Journal of Human Resource Management, 23, 2126–2143.CrossRefGoogle Scholar
James, L. R., Demaree, R. G., & Wolf, G. (1984). Estimating within-group interrater reliability with and without response bias. Journal of Applied Psychology, 90, 363–372.Google Scholar
Jehn, K. A. (1995). A multimethod examination of the benefits and detriments of intragroup conflict. Administrative Science Quarterly, 40, 256–282.CrossRefGoogle Scholar
Lee, J. Y., Seo, Y., Jeung, W., & Kim, J. (2017). How ambidextrous organizational culture affects job performance: A multilevel study of the medicating effect of psychological capital. Journal of Management & Organization. https://doi.org/10.1017/jmo.2017.38 CrossRefGoogle Scholar
Li, A., & Cropanzano, R. (2009). Fairness at the group level: Justice climate and intraunit justice climate. Journal of Management, 35, 564–599.CrossRefGoogle Scholar
Lindell, M. K., & Brandt, C. J. (1999). Assessing interrater agreement on the job relevance of a test: A comparison of CVI, T, rWG(J), and r*WG(J) indexes. Journal of Applied Psychology, 84, 640–647.CrossRefGoogle Scholar
Lindell, M. K., & Brandt, C. J. (2000). Climate quality and climate consensus as mediators of the relationship between organizational antecedents and outcomes. Journal of Applied Psychology, 85, 331–348.CrossRefGoogle ScholarPubMed
Luthans, F., Avey, J. B., Avolio, B. J., & Peterson, S. (2010). The development and resulting performance impact of positive psychological capital. Human Resource Development Quarterly, 21, 41–66.CrossRefGoogle Scholar
Luthans, F., Avey, J. B., Clapp-Smith, R., & Li, W. (2008). More evidence on the value of Chinese workers’ psychological capital: A potentially unlimited competitive resource? The International Journal of Human Resource Management, 19(5), 818–827.CrossRefGoogle Scholar
Luthans, F., Avolio, B. J., Avey, J. B., & Norman, S. M. (2007). Positive psychological capital: Measurement and relationship with performance and satisfaction. Personnel Psychology, 60, 541–572.CrossRefGoogle Scholar
Luthans, F., Youssef, C. M., & Avolio, B. J. (2007). Psychological capital: Developing the human competitive edge. Oxford, UK: Oxford University Press.Google Scholar
Luthans, F., Youssef-Morgan, C., & Avolio, B. J. (2015). Psychological capital and beyond. Oxford, UK: Oxford University Press.Google Scholar
Mathe, K., Scott-Halsell, S., Kim, S., & Krawczyk, M. (2017). Psychological capital in the quick service restaurant industry: A study of unit-level performance. Journal of Hospitality & Tourism Research, 41, 823–845.CrossRefGoogle Scholar
Mathieu, J. E., & Taylor, S. R. (2007). A framework for testing meso-mediational relationships in organizational behavior. Journal of Organizational Behavior, 28, 141–172.CrossRefGoogle Scholar
McMurray, A. J., Pirola-Merlo, A., Sarros, J. C., & Islam, M. M. (2010). Leadership, climate, psychological capital, and wellbeing in a non-profit organization. Leadership and Organization Development Journal, 31, 436–445.CrossRefGoogle Scholar
Meade, A. W., & Eby, L. T. (2007). Using indices of group agreement in multilevel construct validation. Organizational Research Methods, 10, 75–96.CrossRefGoogle Scholar
Meyer, J. P., Allen, N. J., & Smith, C. A. (1993). Commitment to organizations and occupations: Extension and test of a three-component conceptualization. Journal of Applied Psychology, 78, 538–551.CrossRefGoogle Scholar
Mischel, L. J., & Northcraft, G. B. (1997). I think we can, I think we can: The role of efficacy beliefs in group and team effectiveness. Advances in Group Processes, 14, 177–197.Google Scholar
Mishra, P., Bhatnagar, J., Gupta, R., & Wadsworth, S. (2017). How work-family enrichment influence innovative work behavior: Role of psychological capital and supervisory support. Journal of Management and Organization. https://doi.org/10.1017/jom.2017.23 CrossRefGoogle Scholar
Monte, P. A. (2012). Job dissatisfaction and labour turnover: Evidence from Brazil. The International Journal of Human Resource Management, 23, 1717–1735.CrossRefGoogle Scholar
Mueller, J. S. (2012). Why individuals in larger teams perform worse. Organizational Behavior and Human Decision Processes, 117, 111–124.CrossRefGoogle Scholar
Newman, A., Ucbasaran, D., Zhu, F., & Hirst, G. (2014). Psychological capital: A review and synthesis. Journal of Organizational Behavior, 35, S120–S138.CrossRefGoogle Scholar
Peterson, S. J., & Zhang, Z. (2011). Examining the relationships between top management team psychological characteristics, transformational leadership, and business unit performance. In M. A. Carpenter (Ed.), Handbook of top management research (pp. 127–149). New York City: Edward Elgar Publishing.Google Scholar
Podsakoff, P. M., MacKenzie, S. B., & Podsakoff, N. P. (2012). Sources of method bias in social science research and recommendations on how to control it. Annual Review of Psychology, 63, 539–569.CrossRefGoogle ScholarPubMed
Raudenbush, S. W., Bryk, A.S., Cheong, Y. F., & Congdon, R. (2004). HLM6: Hierarchical linear and nonlinear modeling. Lincolnwood, IL: Scientific Software International.Google Scholar
Roberson, Q. M. (2006). Justice in teams: The activation and role of sensemaking in the emergence of justice climates. Organizational Behavior & Human Decision Processes, 100, 177–192.CrossRefGoogle Scholar
Roche, M., Haar, J., & Luthans, F. (2014). The role of mindfulness and psychological capital on the well-being of leaders. Journal of Occupational Health Psychology, 19(4), 476–489.CrossRefGoogle Scholar
Salancik, G. R., & Pfeffer, J. (1978). A social information processing approach to job attitudes and task design. Administrative Science Quarterly, 23, 224–253.CrossRefGoogle ScholarPubMed
Singh, K., Ang, S. H., & Leong, S. M. (2003). Increasing replication for knowledge accumulation in strategy research. Journal of Management, 29, 533–549.CrossRefGoogle Scholar
Snijders, T., & Bosker, R. (1999). Multilevel analysis: An introduction to basic and advanced multilevel modeling. Newbury Park, CA: Sage.Google Scholar
Vanno, V., Kaemkate, W., & Wongwanich, S. (2014). Relationships between academic performance, perceived group psychological capital, and positive psychological capital of Thai undergraduate students. Procedia – Social and Behavioral Sciences, 116, 3226–3230.CrossRefGoogle Scholar
Warr, P., Cook, J., & Wall, T. (1979). Scales for the measurement of some work attitudes and aspects of psychological well-being. Journal of Occupational Psychology, 52, 129–148.CrossRefGoogle Scholar
West, B. J., Patera, J. L., & Carsten, M. K. (2009). Team level positivity: Investigating positive psychological capacities and team level outcomes. Journal of Organizational Behavior, 30, 249–267.CrossRefGoogle Scholar