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Journal of Leadership & Organizational Studies
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In the Eyes of the Beholder

Transformational Leadership, Positive Psychological Capital, and Performance

Janaki Gooty

State University of New York at Binghamton, jgooty{at}binghamton.edu

Mark Gavin

Oklahoma State University

Paul D. Johnson

Oklahoma State University

M. Lance Frazier

Oklahoma State University

D. Bradley Snow

Oklahoma State University

This article develops and tests a conceptual model of followers' perceptions of transformational leadership as an antecedent to their positive psychological capital—a higher-order construct that represents an individual's motivational propensity and perseverance toward goals. Positive psychological capital, in turn, has in-role performance and organizational citizenship behavior as consequences. Structural equation modeling results support the relationship between followers' perceptions of transformational leadership and positive psychological capital, as well as the relationship between positive psychological capital and each performance outcome. Implications of these results are discussed regarding the literatures of transformational leadership and positive organizational behavior.

Key Words: transformational leadership • positive psychological capital • structural equation modeling

Journal of Leadership & Organizational Studies, Vol. 15, No. 4, 353-367 (2009)
DOI: 10.1177/1548051809332021
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