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Introduction to Psychological Capital

   

Added on  2020-05-16

14 Pages3719 Words146 Views
Psychological capital 1PSYCHOLOGICAL CAPITAL AND ORGANIZATIONAL PEROFMANCEBy students nameCourse nameProfessorInstitutionDate

Psychological capital 2IntroductionIn management, human resource forms a significant part in the success of any organization. For this reason, there is a need to come up with appropriate ways of improving this workforce. Organizations can employ several approaches to enhance employees' performance in the workplace. Such approaches include; authentic leadership, leader-member exchange (LMX) and psychological capital. This paper seeks to compare authentic leadership, LMX, and psychological capital, elaborate the means of building PsyCap in employees, as well as evaluating the impact of emotion on professionals' performance.Comparison of approaches to leadershipAuthentic leadershipAuthentic leadership refers to a method to administration where the leaders' legitimacy is kept through maintaining an honest relationship with the followers by valuing their efforts whichare built on the ethical foundation (Leroy et al., 2015). The leader is positive individuals who are self-aware. They recognize their strength, weaknesses, and emotions and their impact on their leadership. They show their followers their true .personality and do not pretend to show a faked image in public which is not their trait. Therefore their mistakes do not bring them to fear that the other people will view them as weak but accept that self-actualization cannot be sufficiently achieved but is a continuous endeavor. Organizational goals and mission drive them, and this makes them results-oriented people. They consider the goals of an organization as more critical than their self-interest. To achieve this, they work together with the employees in a cooperative manner and using the appropriate communication skills. Finally, they are persistent and generallyfocus on the long-term and do not only concentrate on achieving short-term objectives.

Psychological capital 3LMX ModelLeader-member exchange is a theory which has its basis in a two-way relationship between a leader and his or her followers – dyadic relationship (Harris & Kirkman, 2014). It is a widely accepted and used leadership approach and involves a leader developing an exchange with every employee under him. The quality of this relationship profoundly influences employees' response to their work, decisions, ordinarily emotional and understand one another not only in their place of work but even beyond (Read & Laschinger, 2015). Leader-member exchange approach promotes positive employment experiences and may result in the success of an organization. The theory aims at explaining the effects of leadership on employees and the organization as a whole. It suggests that leaders develop strong trust and respectful relationship with some of the employees in the business. This result in a leader not having a typical relationship with all the workers and their output relate to how the leader treats them. It is right to say that citizenship behavior positively refers to leader-member exchange in that, the actions of the two advocate, correlate and are useful to the organization.Psychological capital Psychological Capital is defined as ones positive psychological state of development that involves having four characteristics such as self-efficacy, optimism, resilience and hope (Badran &Youssef-Morgan, 2015). It concerns favorable situations where challenges are dealt with, expectations are determined, individuals are motivated, and accomplishments are achieved in theface of many odds. Neuroplasticity is an area where the concept of Psychological Capital proves to be relevant and can be developed and managed. Initially, the idea was designed for organizations, but presently it is applied in all field of leadership. Fred Luthans, a pioneer of the

Psychological capital 4theory, suggested that organizations require investing on the psychological development of employees to gain competitive advantage and to beat the competitors. According to Fred Luthansand Youssef-Morgan, strengths, excellence and thriving in humans still are leverage to explore into in mostly uncharted territories. Employees who are working in a friendly environment striveat work and are regarded to be satisfied in his life. In this case, those factors help in improving the wellbeing of an individual should be encouraged and enhanced for instance those that concern is growing one’s health status. These theories are concerned with improving human capital and promoting employees' welfare which enables individuals and organizations to achieve their goals. They, therefore, strive to shape the leadership to lead the team of employees in a manner that does not lead to the conflict by the parties involved (Hirst et al., 2016). They agree on the need to develop a good relationship and sharing of information with the employees by the management. An effective leader should also work to minimize his shortcoming from affecting the employees whom they lead that have detrimental effects on the organization’s performance.Ways of building PsyCap in WorkforceHuman resource development is a continuous process of trying to improve the quality of employees by particularly inspiring positive organizational behavior. The best four order positive psychological resources that form part in psychological capital (PsyCap) are hope, efficacy, resilience, and optimism abbreviated as HERO (Peterson & Hannah, 2014). These factors meet the qualifying criteria of research-based theories that are positive, valid and have implications for well-being, behavior, and performance of employees. PsyCap has scientific, evidence-based rigor as well as relevance in practice. In the present day running of the

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