Antecedent and Consequences of Psychological Capital of Entrepreneurs

Transformational leadership in a crisis: Dimensional analysis with psychological capital

Previous research attests to the benefits of transformational leadership (as a unitary construct) for various employee outcomes. Less is known about how specific dimensions of transformational leadership relate to outcomes during crisis. In the present paper, we investigate how each dimension of transformational leadership, namely, intellectual stimulation, individualized consideration, inspirational motivation, and idealized influence relate to employees' psychological capital in a crisis, specifically the COVID-19 pandemic. A cross-sectional study was conducted where employees from 301 small and medium sized enterprises in Kenya completed a survey containing the variables of interest. Quantitative data analysis using partial least squares structural equation modelling was utilized to test the study hypotheses using Smart PLS 4 software. Results showed that only two of the four transformational leadership dimensions had a positive and significant impact on employees' psychological capital: Intellectual stimulation and individualized consideration. In terms of the theorized hypotheses, fear of COVID-19 moderated the relationship between (a) idealized influence, (b) intellectual, and (c) individualized consideration, and employees' psychological capital. However, only intellectual stimulation reached a significant effect size. The present study reveals the varied relevance of transformation leadership dimensions to psychological capital in a crisis. A new condition (emotional assessment of a crisis) for assessing this relationship was proposed. We discuss theoretical and practical implications, strengths, limitations, and suggestions for future studies.

Passion and perseverance: How the components of grit affect the probability of starting a business

There is vast evidence that accounts for the association between entrepreneurial orientation (EO) and the probability of starting a business (PSB). However, there are not many studies that test how psychological factors moderate this relationship. A variable that has been little studied in this relationship is Grit. Grit is considered a personality trait defined as perseverance and passion for long-term goals. Grit considers two sub-dimensions, one linked to the consistency of interests (Grit-Passion) and the other linked to perseverance in the effort (Grit-Perseverance). The objective of this article is to analyze the moderating role that both sub-dimensions of grit plays in the relationship between EO and PSB, considering its interaction with sociodemographic variables such as age, gender, and culture. This cross-sectional study has a sample of 1,761 participants, active workers (49.8% men; mean age 41.15 years, SD = 12.72 years; 22.9% Colombian and 77.1% Spanish). The EO scale and a Grit Scale were applied. In addition, participants were asked, based on their perception, how likely they were to start their own business within the next 5 years. A simple moderation analysis was considered to test the moderating role of grit in the relationship between EO and PSB. Subsequently, a double moderation analysis was carried out in order to identify which sociodemographic variables moderate the moderating effect of grit on the relationship in question. The results show that only the Grit-Passion component of grit moderates the relationship between EO and PSB. Regarding the sociodemographic variables, neither age, culture, nor gender showed a moderating effect on the moderation exercised by Grit-Passion in the relationship between OE and PSB. The results are discussed in terms of psychological capital, particularly with an emphasis on explaining why only the Grit-Passion shows a moderating effect on the relationship between EO and PSB, in detriment of Grit-Perseverance. In addition, the power of grit in the field of entrepreneurship is discussed, considering that its moderating effect is transversal to variations in age, gender and culture, as well as its relevance when considering interventions and pedagogical models in the field of entrepreneurship.

Curiosity as a Moderator of the Relationship Between Entrepreneurial Orientation and Perceived Probability of Starting a Business

Although the correlation between Entrepreneurial Orientation (EO) and concrete actions to set up a business or the Probability of Starting a Business (PSB) has been widely studied, the psychological factors that can affect this relationship have not yet been sufficiently addressed in the field of entrepreneurship. One of them is curiosity. Both at theoretical and empirical level, a distinction are usually made between two types of curiosity. I-type curiosity is associated with the anticipated pleasure of discovering something new, and D-type curiosity is associated with reducing uncertainty and eliminating unwanted states of ignorance. Consequently, this paper aims to analyze the moderating role that the types of curiosity play in the relationship between EO and PSB, considering their interaction with sociodemographic variables. The sample of this cross-sectional study consisted of 1,761 participants (convenience sampling of active workers; 49.8% men; mean age 38.88 years, SD = 12.53 years; 22.9% Colombian and 77.1% Spanish). The EO scale and a curiosity scale were applied. In addition, participants were asked, based on their perception, how likely they were to start their own business within the next 5 years. A simple moderation analysis was considered to test the moderating role of both types of curiosity in the relationship between EO and PSB. Next, a double moderation analysis was carried out in order to identify, which sociodemographic variables moderate the moderating effect of curiosity. The results show that only the D-type component moderates the relationship between EO and PSB: The higher the D-type curiosity, the stronger the association between EO and PSB. In terms of sociodemographic variables, neither culture nor gender showed a moderating effect on the moderation exerted by D-type curiosity. While, age did moderate the moderating effect of D-type curiosity on the relationship between EO and PSB. Results are discussed in terms of spirituality (attitudes, practices, and behaviors) and the resolution of problems associated with the entrepreneurial process, considering cognitive and psychological factors, particularly with an emphasis on explaining why only D-type curiosity shows a moderating effect. Finally, the limitations of the study and potential future lines of research are pointed out.

The relationship between task-oriented leadership style, psychological capital, job satisfaction and organizational commitment: evidence from Vietnamese small and medium-sized enterprises

Purpose

This study examines the relationship between task-oriented leadership style, psychological capital, job satisfaction and organizational commitment: evidence from Vietnamese small and medium-sized enterprises.

Design/methodology/approach

The method employed in the research is the Structural Equation Modeling (SEM) for testing hypotheses of data collected from a sample of 800 employees working in small and medium-sized enterprises in Vietnam.

Findings

The results show that the task-oriented leadership style has a positive impact on organizational commitment, limits job satisfaction and no obvious association with the psychological capital of employees. Besides, job satisfaction and psychological capital play an important role in the organizational commitment of employees in small and medium-sized enterprises of Vietnam.

Originality/value

This paper aims to shed light on a less fully explored topic for organizational behavior in small and medium-sized enterprises in emerging markets like Vietnam. In contrast to extensive studies on the participative and supportive leader, this study focuses on task-oriented leadership style in the testing and analysis to understand the theory of leadership style, psychological capital, job satisfaction and organizational commitment in emerging markets and provides more knowledge on employee behavior management for companies in Vietnam. This is a unique contribution to the original value of this article.