Steven M. Norman

Using Positivity, Transformational Leadership and Empowerment to Combat Employee Negativity

– The purpose of this study is to hypothesize and test a conceptual model linking concepts of leadership and positive organizational behavior to a reduction in employee negativity, with empowerment as an important mediator in the causal relationships., – A heterogeneous sample of 341 working adults completed survey measures as two separate points in time. Confirmatory factor analysis was used to validate psychometric properties of instruments, and path analysis using structural equation modeling software was used to test hypotheses., – As hypothesized, both transformational leadership (β=0.27) and positive psychological capital (hope, efficacy, resilience and optimism) (β=0.61) were significantly related to feelings of empowerment. Empowerment was significantly related to intentions to quit (β=−0.38) but not employee cynicism. Empowerment also fully mediated the relationship between the independent variables and intentions to quit., – A convenience sampling method limited the generalizability of results. Causal and longitudinal research designs would extend findings discussed here. Implications for management are significant in terms of countering employee negativity using leadership processes, employee selection and development., – This study offers the first conceptual model integrating emerging concepts from positive organizational behavior, in the form of positive psychological capacities, with validated leadership models (transformational leadership). Both were suggested to influence negative outcomes, with empowerment as an effective mediator of these relationships. Findings generally support the hypotheses advanced herein.

The Interactive Effects of Psychological Capital and Organizational Identity on Employee Organizational Citizenship and Deviance Behaviors

We studied 199 working adults from a cross section of organizations in the United States to examine the relationship between positive psychological capital and organizational identity on employee deviance and organizational citizenship behaviors. Organizational identity was found to moderate the relationship between psychological capital (PsyCap) and both employee deviance and organizational citizenship behaviors such that employees highest in PsyCap and most strongly identified with the organization were most likely to engage in organizational citizenship behaviors and least likely to engage in deviance behaviors. We discuss implications for research and practice in the areas of PsyCap and employee identification with the organization.

The Moderating Effect of Gender on Leadership Intervention Impact An Exploratory Review

A total of 57 intervention-based leadership studies that included sufficient data on leader and follower gender were included in this meta-analysis. By intervention, the authors mean any study where the researcher overtly manipulated leadership as the independent variable through training, assignment, scenarios, or other means. Results showed a significant difference in the effect sizes for leadership interventions conducted with all-male and majority-male participants versus all-female and majority-female participant studies; however, these differences varied based on the setting of the intervention, the theoretical basis of the intervention, and the type of outcome. Implications for further research on gender differences with respect to examining cause—effect impact of leadership interventions are discussed.

Leader roles, organization-based self-esteem, and employee outcomes

Purpose – The purpose of this paper is to examine the relationships between different managerial roles and organization-based self-esteem (OBSE), and employee job satisfaction, organization commitment, and turnover and absence intentions. Design/methodology/approach – Survey data were collected from 1,386 employees in a high technology industry. Employees described the roles their managers fulfilled, and then rated their own OBSE, satisfaction, commitment, and turnover and absence intent. Findings – Different managerial roles had different relationships with OBSE, which mediated the relationships between some of the management roles and employee outcomes. Research limitations/implications – This study used a cross-sectional design with single source data in a single industry. Future research should examine these relationships using longitudinal designs, multiple data sources, and a variety of industries. Practical implications – Managers should be aware that their behaviors affect employee self-esteem, wh...

The value of the psychological capital of immigrant entrepreneurs

Immigrant entrepreneurs have always played a critical role in the economies of countries around the world. Although considerable attention has been devoted to the importance of economic and financial capital, we examine three overlooked forms of capital that may enhance the success of immigrant entrepreneurs: human, social, and psychological capital. Special attention is given to the positive psychological capital strengths of hope, self-efficacy/confidence, optimism, and resilience. We propose that successful immigrant entrepreneurs are those who not only possess, but also seek to further develop and leverage this newly recognised form of capital in themselves and their associates.

Psychological Capital for Leader Development

The continual development of leaders is one effective strategy for organizations to compete in today’s rapidly changing society. Despite awareness of this need, human resource professionals and managers find it challenging to promote or encourage ongoing development among leaders. Addressing the need for continuous learning, we extend the construct of psychological capital to the context of leader development. Specifically, leader development psychological capital (LD PsyCap) is defined as an individual’s motivational propensity to develop as a leader and consists of efficacy, hope, optimism, and resilience toward leader development. Using an online survey of 120 leaders, we found that LD PsyCap predicted leader development behaviors beyond other individual differences. We also found that LD PsyCap mediated the relationship between learning climate, organizational support, social support, and workload on leader development behaviors. Promoting LD PsyCap can help facilitate ongoing leader development in organizations.