RELATIONSHIP BETWEEN LEADERS’ AND FOLLOWERS’ PSYCHOLOGICAL CAPITAL AND THE MEDIATING ROLE OF POS AND AUTHENTIC LEADERSHIP

Purpose: The purpose of this paper is to investigate the relationship between leader and employee psychological capital. Drawing from positive psychology theory and social learning theory, the main hypothesis is that leader psychological capital is associated with employee psychological capital. The further hypotheses are based in social exchange theory and associated organizational support theory and propose that this relationship is explained through perceived organizational support and authentic leadership. Design/methodology: Multi-source data came from random sample of 406 enterprises in Poland. A cross-sectional survey study was conducted using personal interview (CAPI) on 406 leaders and theirs 406 employees. In this investigation participants assessed their psychological capital. Furthermore, the followers were asked to evaluate their leaders in terms of being authentic and to rate their own level of perceived organizational support. Findings: The results suggest that the relationship between leader psychological capital and employee psychological capital which is proved, is mediated but not by perceived organizational support. The relationship between leader psychological capital and employee psychological is partially mediated by authentic leadership. Results also indicate that authentic leadership may be a better predictor of perceived organizational support then psychological capital. In addition, there is a significant positive relationship regarding the leader psychological capital and authentic leadership. Practical implications: Organizations can increase employee psychological capital, by paying attention to the psychological capital of their leaders and perceived organizational support of followers. Fostering leaders psychological capital organizations help leaders became more authentic what have a positive impact on their followers.