Leader–follower psychological capital congruence and work outcomes: the mediating role of organizational embeddedness. Issue 4 (1st April 2022)

• Record Type: Journal Article
• Authors: Wang, Yanfei; Wu, Caiping; Tian, Xiaoxia; Zhu, Yu
• Is Part Of: Leadership & organization development journal. Volume 43:Issue 4(2022)
• Page Start: 563
• Page End: 579
• Publication Date: 2022-04-01
• Subjects: Psychological capital congruence -- Organizational embeddedness -- Task performance -- Voice behavior; Organizational change -- Periodicals; Leadership -- Periodicals; 658.4
• DOI: 10.1108/LODJ-06-2021-0300
• Languages: English
• ISSNs: 0143-7739

Abstract

Abstract : Purpose: Based on the micro role transition theory (MRTT), the present study aims to explore how leader–follower congruence in psychological capital (PsyCap) affects followers' task performance and voice behavior, in which we uncover the mediating role of organizational embeddedness. Design/methodology/approach: A survey was conducted in South China through a three-stage procedure, and finally, a dyad-structured sample of 62 leaders and 218 employees was matched. The polynomial regression method, response surface analysis and structural equation modeling were employed to test the effects of leader–follower PsyCap congruence. Findings: (1) Followers' organizational embeddedness will be higher when leaders' and followers' PsyCap are more aligned; (2) followers' organizational embeddedness will be higher when leaders' and followers' PsyCap are aligned at a high level rather than when they are aligned at a low level; (3) followers' organizational embeddedness will be higher when followers' PsyCap is higher than leaders', compared to when followers' PsyCap is lower than leaders'; (4) organizational embeddedness mediates the relationship between leader–follower PsyCap congruence and followers' (a) task performance and (b) voice behavior. Originality/value: This study emphasizes leaders' pivotal role in a process where followers' PsyCap affects task performance and voice behavior, and further extends MRTT through introducing organizational embeddedness as a mediator in such a mechanism.