AN INVESTIGATION OF THE RELATIONSHIPS AMONG LEADER AND FOLLOWER PSYCHOLOGICAL CAPITAL, SERVICE CLIMATE, AND JOB PERFORMANCE
and requests for reprints should be addressed to Fred O. Walumbwa, Department of Management, W.P. Carey School of Business, Arizona State University, Tempe, AZ 85287-4006; [email protected].
We thank the Action Editor, Frederick Morgeson, and three anonymous reviewers for their insightful comments and suggestions regarding this manuscript. All remaining errors are ours.
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.
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