An investigation of the relationships among leader and follower psychological capital, service climate, and job performance

Fred O. Walumbwa; Suzanne Peterson; Bruce J. Avolio; Chad A. Hartnell

doi:10.1111/j.1744-6570.2010.01193.x

An investigation of the relationships among leader and follower psychological capital, service climate, and job performance

Fred O. Walumbwa, Suzanne Peterson, Bruce J. Avolio, Chad A. Hartnell

Management and Entrepreneurship

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201 Scopus citations

Abstract

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.

Original language	English (US)
Pages (from-to)	937-963
Number of pages	27
Journal	Personnel Psychology
Volume	63
Issue number	4
DOIs	https://doi.org/10.1111/j.1744-6570.2010.01193.x
State	Published - Dec 2010

ASJC Scopus subject areas

Applied Psychology
Organizational Behavior and Human Resource Management

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An investigation of the relationships among leader and follower psychological capital, service climate, and job performance

Abstract

ASJC Scopus subject areas

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