How and when psychological capital enhances well-being at work: evidence from the Tunisian healthcare professionals

Abstract

Purpose This study investigates how and when psychological capital (PsyCap) enhances well-being at work (WBW). Drawing on the job demands-resources (JD-R) model and the conservation of resource (COR) theory, an integrated model attempts to identify the relationship between PsyCap and employees' workplace well-being, mediated through work engagement (WE). Furthermore, the authors seek to understand how coaching-based leadership (CBL) moderates the relationship above. Design/methodology/approach Data were obtained from healthcare professionals who worked during the COVID-19 pandemic crisis in Tunisian hospitals. An online survey was distributed anonymously. A total of 449 questionnaires were included in the analysis. The PROCESS macro for SPSS (models 4 and 7) was employed to analyze the data. Findings The findings revealed that PsyCap significantly relates to WBW; and WE and CBL act as a mediating mechanism and a boundary condition, respectively. The collective effect of PsyCap, WE and CBL on WBW was also confirmed based on moderated mediation analysis. Practical implications This study gives HR managers insights into the importance of developing workers' PsyCap to promote their WBW. The findings also suggest that healthcare managers and leaders who aim to promote well-being should act as coaches. Originality/value This study extends research on WBW and sheds light on essential mechanisms and boundary conditions under which PsyCap promotes workplace well-being.