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AN INVESTIGATION OF THE RELATIONSHIPS AMONG LEADER AND FOLLOWER PSYCHOLOGICAL CAPITAL, SERVICE CLIMATE, AND JOB PERFORMANCE
Author(s) -
WALUMBWA FRED O.,
PETERSON SUZANNE J.,
AVOLIO BRUCE J.,
HARTNELL CHAD A.
Publication year - 2010
Publication title -
personnel psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 6.076
H-Index - 142
eISSN - 1744-6570
pISSN - 0031-5826
DOI - 10.1111/j.1744-6570.2010.01193.x
Subject(s) - positive psychological capital , psychology , multilevel model , social psychology , sample (material) , capital (architecture) , service (business) , job performance , applied psychology , job satisfaction , marketing , business , statistics , chromatography , history , mathematics , chemistry , archaeology
Using a sample of 79 police leaders and their direct reports (264 police followers), this study investigated the relationships of leader and follower psychological capital, service climate, and job performance. Hierarchical linear modeling (HLM) results revealed that leader psychological capital was positively related to follower performance, with this relationship mediated by follower psychological capital. We also found that the follower psychological capital‐performance relationship was moderated by service climate such that the relationship was stronger when service climate was perceived to be high versus low. Finally, exploratory HLM analyses indicated that leader and follower psychological capital interacted to positively predict rated performance. We discuss implications of these findings, limitations, and directions for future research.