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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: [email protected]
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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

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