Research regarding employee well-being has generally been neglected in the non-profit organisation (NPO) sector. In many aspects NPOs function similar to for-profit organisations, but face challenges such as more financial restraints. Despite these difficulties, many people choose to work at and remain employed with NPOs. The NPO sector is expanding at a rapid pace and therefore needs to recruit and retain people more effectively without spending too many resources. The objective of this study was to investigate the role of psychological capital (PsyCap) in the decision to work in the NPO sector, and determine further reasons to choose and remain with this sector. An explanatory sequential mixed method design was used with an availability sample (N=108) of employees at an NPO in the social services sector in Gauteng and North West provinces. In the quantitative study, the Psychological Capital Questionnaire (PCQ) was used as measuring instrument. The qualitative study entailed semi-structured interviews with participants with lower (n = 8) and higher (n = 8) PsyCap. The results indicated that NPO employees had a higher level of PsyCap. Differences with regard to their preference to work at an NPO were found between individuals with higher and lower levels of PsyCap, specifically pertaining to the reasons for joining an NPO, motivation, meaning, fulfilment and viewing their work as a calling. No clear inconsistencies with regards to rewards and the choice of working in the NPO, public and private sectors were found among individuals with higher and lower PsyCap. The main reasons influencing the decision to work at an NPO were altruism, type of rewards, job satisfaction, organisational factors, positive social influence, and experiencing their work at an NPO as a calling. The study addresses the lack of research on employee well-being in the NPO sector and extends PsyCap research to NPOs. Characteristics of employees who choose to work in NPOs are emphasised. Recommendations for the organisation and suggestions for future research are presented. / MA (Industrial Psychology)--North-West University, Vaal Triangle Campus, 2015

As transformações do ambiente de negócios nas últimas décadas, e principalmente nos últimos anos, têm se mostrado muito intensas no setor Saúde globalmente, com reflexos significativos também no Brasil, e tem alterado profundamente o modo como os profissionais da Saúde desenvolvem suas carreiras em um cenário de competitividade. Cada vez mais o diferencial competitivo das organizações de cuidados à Saúde se baseia em capacidades organizacionais fundamentadas em fatores intangíveis diretamente relacionados às atitudes e competências desempenhadas pelos recursos humanos da organização. Por isso, como ocorre com outras organizações de serviços, as organizações de cuidados à Saúde podem desenvolver vantagem competitiva através de uma administração eficaz dos seus recursos humanos, especialmente dos seus líderes. Pesquisas que ampliem o conhecimento sobre as atitudes de carreiras dos gestores das organizações de Saúde podem ser críticas para o aperfeiçoamento dessas organizações na nova economia, que é o ambiente no qual ocorre o desenvolvimento das novas carreiras. A carreira proteana é um dos modelos de carreira subjetiva mais difundidos entre estudiosos das novas carreiras e corresponde a duas dimensões fundamentais de atitudes de carreira: atitudes de carreira autodirigida e atitudes de carreira dirigida por valores pessoais. Adicionalmente, o capital psicológico é uma forma de capital intangível que tem despertado a atenção de acadêmicos da Psicologia Positiva e do Comportamento Organizacional Positivo, devido às evidências de associação do mesmo com indicadores de desempenho organizacional. Considerando a relevância e a necessidade de estudos nacionais empíricos, tanto sobre atitudes de carreira proteana, quanto sobre capital psicológico de gestores da Saúde, a presente dissertação tem como objetivo investigar a influência das atitudes de carreira proteana no capital psicológico dos gestores da Saúde. Para tanto, foi realizada a pesquisa em uma organização de cuidados à Saúde, caracterizada como uma federação de cooperativas médicas. O estudo foi descritivo, quantitativo e a coleta de dados foi realizada através de uma survey eletrônica que teve como base escalas validadas nos Estados Unidos e no Brasil (escala de atitudes de carreira proteana e questionário de capital psicológico). A amostra não probabilística e intencional foi formada por 250 gestores. Os resultados das análises fatoriais e dos alfas de Cronbach afirmaram a validade e a confiabilidade dos instrumentos utilizados para amostra estudada. Os resultados da ANOVA e da análise discriminante demonstraram que as atitudes de carreira autodirigida são um preditor para o capital psicológico. Com isso, esta pesquisa contribui para a literatura sobre carreira proteana de gestores da Saúde de várias maneiras: ao testar o impacto das atitudes de carreira proteana no capital psicológico, oferecendo suporte empírico que demonstra a influência das atitudes de carreira autodirigida no capital psicológico de gestores de uma organização de cuidados à Saúde no Brasil; ao estudar as atitudes de carreira proteana em gestores da Saúde, contextualizando-as no âmbito da Saúde na nova economia; ao adaptar e validar o questionário de capital psicológico para o português do Brasil; ao validar a escala de atitudes de carreira proteana e o questionário de capital psicológico para uso em gestores da Saúde; e, por fim, ao refletir sobre o referencial da Psicologia Positiva na pesquisa sobre atitudes de carreira proteana. / Changes in the business environment in the last decades, and especially in the recent years, have been very intense in the Health sector globally, with significant impact also in Brazil, and has changed deeply how Health sector workers develop their careers in a competitive scenario. Increasingly, competitive advantage of Health care organizations is based on organizational capabilities related to intangible factors directly linked to the attitudes and skills performed by human resources of the organization. Therefore, as with other service organizations, Health care organizations can develop competitive advantage through effective human resources management, especially of their leaders. Researches that advance the scientific knowledge about the Health care managers\' career attitudes can be critical to the improvement of these organizations in the new economy, which is the environment where new careers develop. Protean career is one of the most widespread subjective career model among new careers scholars and corresponds to two fundamental dimensions of career attitudes: self-directed career attitudes and values-driven career attitudes. Additionally, psychological capital is a form of capital that has attracted scholars\' attention from Positive Psychology and Positive Organizational Behavior, due to evidences of its association to organizational performance indicators. Considering the importance and the need for empirical national studies on both Health sector managers\' protean career attitudes and psychological capital, this thesis was aimed to investigate the influence of protean career attitudes on psychological capital of Health sector managers. For this purpose, research was carried in a Health care organization, characterized as a federation of medical cooperatives. This study was descriptive and quantitative; data collection was carried out through an electronic survey that was based on validated scales for American and Brazilian populations (protean career attitudes scale and psychological capital questionnaire). The probabilistic and intentional sample was formed by 250 managers. Results of the factor analysis and Cronbach\'s alphas confirmed validity and reliability of the instruments for the studied sample. ANOVA and discriminant analysis results showed self-directed career attitudes are a predictor of psychological capital. Thus, this study contributes to the literature on Healthcare managers\' protean career in several ways, by: testing the impact of protean career attitudes on psychological capital, providing empirical support that demonstrates the influence of self-directed career attitudes on Healthcare managers\' psychological capital; studying Healthcare managers\' protean career attitudes, contextualizing them within the Healthcare sector in the new economy; adapting and validating the psychological capital questionnaire for Brazilian Portuguese; validating protean career attitudes scale and psychological capital questionnaire for use in Healthcare sector managers; and, finally, by reflecting on the Positive Psychology framework applied to the research on protean career attitudes.

Submitted by Silvana Teresinha Dornelles Studzinski (sstudzinski) on 2015-10-26T11:06:38Z No. of bitstreams: 1 Andreia Bonato da Silva_.pdf: 2818094 bytes, checksum: d8ae10a89f091be54a67cdaaf8b04e16 (MD5) / Made available in DSpace on 2015-10-26T11:06:38Z (GMT). No. of bitstreams: 1 Andreia Bonato da Silva_.pdf: 2818094 bytes, checksum: d8ae10a89f091be54a67cdaaf8b04e16 (MD5) Previous issue date: 2015-03-25 / Nenhuma / Este estudo objetivou analisar a autopercepção de coordenadores de curso superior de IES privadas e comunitárias do RS acerca de seu Capital Psicológico e da capacidade de gera-lo em professores, pares ou alunos. A pesquisa, caracterizada como uma pesquisa de campo, de abordagem quantitativa e qualitativa, teve como amostra 309 respondentes. Nestes, foi aplicado o PCQ (24), através de survey eletrônica, enviada por e-mail, e realizadas entrevistas semiestruturadas com 10 coordenadores. Como resultados pode-se notar que, a este gestor docente são atribuídas inúmeras atividades operacionais, que fazem com que ele tenha dificuldades em gerir integralmente o curso que coordena. Quanto ao Capital Psicológico, os resultados apontaram para uma média mais alta de autoeficácia nos homens, enquanto otimismo foi mais alto nas mulheres. O tempo de atuação como coordenador não pareceu influenciar nas quatro dimensões do PsyCap, mas o tempo de atuação no meio universitário sim, onde os coordenadores, que estão entre 5 a 10 anos neste, foram os que apresentaram as melhores médias nas quatro dimensões PsyCap. Quanto à capacidade de gerar Capital Psicológico nos professores, através do inventário de incidentes críticos, aplicado na segunda parte da entrevista, ficou claro que os coordenadores, mesmo com uma sobrecarga de envolvimento com processos burocráticos ainda conseguem estimular, além dos professores, também pares e alunos nas quatro dimensões do PsyCap. Estes resultados apontam para uma necessidade de revisão, por parte destas IES, sobre o papel do coordenador de curso superior, pois com o mercado educacional concorrido em virtude de uma oferta de cursos que está maior que a demanda, e as exigências de qualidade estrutural e organizacional requeridas pelo MEC, devem repensar competências, atribuições e poder para este profissional que além de gestor integral do curso que coordena também atua como docente. Sendo assim, a possibilidade de que este venha a atuar efetivamente como um líder, estimulando professores, pares e até mesmo alunos quanto às dimensões do Capital Psicológico, poderá se tornar uma realidade mais frequente, fazendo com que a instituição tenha um ganho em qualidade de gestão educacional e consequente melhoria do desempenho laboral deste profissional e também de seus docentes. / This study is characterized by being a field research of quantitative and qualitative approach, which was conducted with 309 coordinators of private higher education from RS. This research aimed to know the perception of these managers/professors about their Psychological Capital (PsyCap) and the ability to generate it in the professors whom they work with. Thus, the PCQ (24) was applied, through electronic survey sent to participants by email and semi-structured interviews conducted with 10 coordinators. The results show that several operational activities are assigned for the manager/professor that causes him/her to have difficulties to manage the course. As for the Psychological Capital, the results pointed to a higher average in efficacy for men, while optimism was higher in women. The time as coordinator did not appear to influence the four PsyCap dimensions, but the time from experience in the university environment showed that the coordinators, who are between 5-10 years into it, were those with the best average in the four dimensions PsyCap. Regarding the ability to generate Psychological Capital in professors, through the inventory of critical incidents, applied in the second part of the interview, it was clear that the coordinators, even with involvement overload with bureaucratic processes can still stimulate, in addition to teachers, peers and also students in the four dimensions of PsyCap. These results point to a need of review by these IES about the role of higher education coordinator, his/her power, activities and competencies because higher education market is competitive and also because, a provision of courses is greater than the demand and the requirements of structural quality and organizational required by the MEC are higher. Thus, the possibility that the coordinator will come effectively act as a leader, stimulating teachers, pupils and peers in the dimensions of Psychological Capital may become a more frequent occurrence, causing the institution to gain in quality educational management and consequent improvement in work performance of this professional as well as their professors.

Submitted by Cristiane Chim (cristiane.chim@ucpel.edu.br) on 2018-10-10T13:08:16Z No. of bitstreams: 1 Juliana Germano.pdf: 572564 bytes, checksum: 244e7891b200c154b366b98a05c5117a (MD5) / Made available in DSpace on 2018-10-10T13:08:16Z (GMT). No. of bitstreams: 1 Juliana Germano.pdf: 572564 bytes, checksum: 244e7891b200c154b366b98a05c5117a (MD5) Previous issue date: 2016-11-11 / This study aimed to identify the perception of learning opportunities, and its relationship with the style of leadership, by the administrative and technical staff in the university. In addition, these variables where related with turnover intention and psychological capital at work. Therefore, a cross-sectional study was conducted with 102 administrative and technical employees during the period of 2016. A self-administered questionnaire was used containing data related to age, education, length of service in the institution and if the respondent was in a leadership position. Additionally four self-administered scales were applied regarding: perception of learning opportunities, evaluation of management style, turnover intention and psychological capital at work. Results show that the administrative and technical staff identifies learning opportunities (mean 6.7), as well as three management styles (relationship, task and situational) in the university (means of 4.2 for each management style). It was also verified that employees identify themselves as psychological capital at work (mean 3.9), and possess low turnover intention (mean 2.3). Still,in regard to learning opportunities and management style, a positive correlation was observed with relationship (p = 0.000), task (p = 0.007) and situational (p = 0.044) style of managers. Therefore, this study sought to expand the literature, still very limited, regarding administrative and technical staff in the university context. It was possible to identify that these employsrecognize learning opportunities, which seems to be associated to an appropriate psychological capital, reflecting a lower turnover intention. These conditions appear to be grounded to the University administrative capacity to properly dispose leadership profiles, according to the needs of each sector. Thus, the constant search to identify the Institution reality, regarding the employee’s expectations, allows the promotion of strategic actions focusing on developing and retaining people, and consequently contributing to the development of Universities. / O presente estudo teve por objetivo identificar a percepção de oportunidades de aprendizagem, e qual a relação com o estilo de liderança exercido, pelos funcionários técnicos administrativos no âmbito universitário. Além disso, relacionou-se estas variáveis com a intenção de rotatividade e capital psicológico no trabalho. Para tanto foi realizado um estudo transversal, com 102 funcionários técnicos administrativos durante o período de 2016. Foi utilizado um questionário de autopreenchimento, contendo dados referentes a idade, escolaridade, tempo de serviço na instituição e se o respondente exercia um cargo de liderança. Ainda, foram aplicados quatro escalas de autopreenchimento referentes a: percepção de oportunidades de aprendizagem, avaliação do estilo gerencial, intenção de rotatividade e capital psicológico no trabalho. Os resultados da pesquisa revelam que os técnicos administrativos identificam oportunidades de aprendizagem (média de 6,7), assim como a presença dos três estilos gerenciais (relacionamento, tarefa e situacional) no âmbito universitário (média de 4,2 para cada estilo gerencial). Também observou-se que os funcionários se identificam como capitais psicológicos no trabalho (média de 3,9), e possuem baixa intenção de rotatividade (média de 2,3). Ainda, em relação as oportunidades de aprendizagem e o estilo gerencial, foi verificado uma correlação positiva com o estilo de relacionamento (p=0,000), tarefa (p=0,007) e situacional (p=0,044) dos gestores. Assim sendo, este trabalho buscou ampliar a literatura, ainda muito escassa, envolvendo funcionários técnicos administrativos em um âmbito Universitário. Foi possível identificar que estes percebem oportunidades de aprendizado, o qual parece estar ligado a um capital psicológico adequado, refletindo uma baixa intenção de rotatividade dos mesmos. Estas condições parecem estar alicerçadas a capacidade administrativa da Universidade de dispor corretamente os perfis de liderança, de acordo com a necessidade de cada setor. Desta forma, a busca constante pela identificação da realidade Institucional, referente as expectativas dos funcionários, permite promover ações estratégicas de gestão de pessoas focando no desenvolvimento e retenção de pessoas, e consequentemente contribuindo para o desenvolvimento das Universidades.

Both economic and psychological research provides strong evidence that unemployment adversely affects a person's mental, emotional, and physical wellbeing, which in turn may impair his/her ability to regain employment. Studies also suggest a person's "psychological capital" (personality traits that influence the productivity of labour) may mediate (1) the impact of unemployment on wellbeing and facilitate re-employment. While the effects of unemployment have been well documented, the simultaneous relationship between wellbeing and labour market status and the influencing role of psychological capital have received much less attention, requiring further investigation. There is still concern in the literature that "the exact nature of the interrelationships between labour market experience and mental health remains unclear and complicated by questions over the direction of causality and heterogeneous impacts across individuals." (Dockery, 2006, p. 2) The purpose of this research is to explore the interrelationship between labour market status, wellbeing, and psychological capital in more detail. The thesis combines key concepts from various economic and psychological theories, each partially describing how labour market status, wellbeing, and psychological capital interact with each other. The validity of the integrated model is then tested by estimating structural equations for labour market status and wellbeing using cross-sectional and longitudinal data from the Household, Income and Labour Dynamics in Australia (HILDA) Survey. The HILDA Survey is a broad social and economic survey that focuses on family and household formation, income and work. The survey contains economic, psychological, and demographic data with sound psychometric qualities for a large sample of working aged Australians that makes it well suited to this type of analysis. As well as the regression analyses, the results of a case study conducted with a group of jobseekers at an employment agency are also reported. The study sought to evaluate the effectiveness of personal development training for the unemployed (designed to improve psychological capital), and its subsequent influence on their ability to regain employment. While the research was halted before completion, some valuable insights were gleamed from the study, and these warrant discussion. Findings of the research indicate a simultaneous relationship exists between labour market status and wellbeing. Individuals with healthier wellbeing are more likely to be employed, and employment contributes to healthier wellbeing. The results also indicate psychological capital is an important variable influencing wellbeing, partially mediating the impact of unemployment on wellbeing. Employed individuals have significantly higher psychological capital than those who are unemployed or not in the labour force, or those who transition in and out of employment. Psychological capital appears to be a relatively stable, but somewhat malleable, personality construct that does not vary greatly for individuals experiencing changes in labour market status (LMS). People who develop poor psychological capital during youth may therefore be predisposed to a higher risk of being unemployed when they enter the labour market. The results suggest programs/policies that foster healthier wellbeing and psychological capital during youth, or repair damaged psychological capital once in the labour market, could help lower unemployment or the duration of unemployment. Recent Australian government policy initiatives designed to improve labour force participation and productivity by enhancing human capital are likely to be more effective if they also target psychological capital. The research also highlights shortcomings in mainstream economic theory, which are discussed along with the weaknesses of the study, and opportunities for further research. (1) A mediator effect (or indirect effect) involves one or more "intervening variables" transmitting some or all of the causal effects of prior variables (e.g. unemployment) onto subsequent variables (e.g. wellbeing). See: Byrne, 2001).

This study is a quantitative study designed to examine whether training in health issues may have contributed to the increase in head managers' psychological capital (PsyCap). Construction consists of the following components: self confidence, hope, optimism and resilience. A high PsyCap considered beneficial in organizational change and steer towards the positive development and helps individuals in stressful situations. The results show an increase of characteristics such as hope and optimism among managers (N = 15) who have undergone training in health issues compared with managers who have not undergone training. However, the tests show no significant difference in head managers' attitudes to health breaks, not the severity of granting health breaks in the groups as a result of training. It was further examined the relationship between PsyCap and the propensity to grant health breaks. The test showed no significant difference between the groups. The psychological capital has been measured even among workers who use health breaks and those who do not, that to see if any spillover effects on other work. The results showed no significant difference. The psychological capital of the workforce as measured by t-test, does not differ between the investigated groups with employees who have managers with the training and the group who do not. / Denna studie är kvantitativ, vars syfte är att undersöka om utbildningen i hälsofrågor kan ha bidragit till en ökning av chefernas psykologiska kapital (PsyCap).Konstruktet utgörs av följande delar: tillit till den egna förmågan, hopp, optimism och återhämtningsförmåga. Ett högt PsyCap anses fördelaktig vid organisatoriska förändringar och kan styra mot en positiv utveckling samt kan underlätta för individen i stressande situationer. Resultatet visar en ökning av egenskaper som hopp och optimism hos cheferna (N=15) som genomgått utbildningen jämfört med cheferna som inte har genomgått utbildningen. Däremot visar testerna ingen signifikant skillnad i chefernas attityd till hälsopauser och inte heller i svårighetsgraden att bevilja hälsopauser i grupperna till följd av utbildningen.Vidare undersöktes sambandet mellan PsyCap och benägenheten att bevilja hälsopauser. Testet visade ingen signifikant skillnad mellan grupperna. Det psykologiska kapitalet mäts även bland anställda som använder sig av hälsopauser och de som inte gör det, detta för att se om några spridningseffekter finns på det övriga arbetet. Resultatet visade ingen signifikant skillnad. Det psykologiska kapitalet hos de anställda som mättes genom T-test, skiljer sig inte mellan de undersökta grupperna med anställda som har chefer som har genomgått utbildning och de som inte har.

The purpose of this study is to explore the relationship between positive psychological capital, job engagement, service climate and service-oriented organizational citizenship behavior.The research is analyzed with questionnaires collected from service persons in five different telecommunication companies in Taiwan.Total 634 questionnaires were administered and 605 effective respondents were acquired.The data was analyzed by factor analysis, reliability analysis, descriptive statistics, t-test, ANOVA, person product moment relationship analysis, and measured by SEM model to examine the relationship among the constructs.The major result of this study is as following: 1. Positive psychological capital has positive effect on the job engagement, service climate and service-oriented organizational citizenship behavior. 2. Job engagement has positive effect on the service climate and service-oriented organizational citizenship behavior. 3. Job engagement and service climate moderate positively the relationship between positive psychological capital and service-oriented organizational citizenship behavior. 4. Service climate moderate positively the relationship between job engagement and service-oriented organizational citizenship behavior.

The purpose of the study is to explore the relationship between employees¡¦ perceived organizational support, positive psychological capital, readiness for organizational change and resistance to organizational change. The total valid sample consisted of 188 employees from companies in manufacturing industry, which was undergoing change. The data from matched supervisor and subordinate (a 1:4 supervisor -subordinate ratio) responses was analyzed by factor analysis, reliability analysis, and measured by LISREL model to examine the relationship among the constructs. Results showed that employees¡¦ readiness for organizational change had direct effects on their resistance to organizational change, and indicated that readiness for organizational change fully mediated the relationships between perceived organizational support and resistance to organizational change. In addition, readiness for organizational change fully mediated the relationships between positive psychological capital and resistance to organizational change as well. However, neither perceived organizational support nor positive psychological capital had direct effect on employees¡¦ resistance to change. Finally the study provided three suggestions for companies. Firstly, good communication environment and change-supporting culture should be constructed. Secondly, companies could build the competency index including positive psychological capital and implement it into HRM practice, such as recruitment, selecting, and training. Thirdly, employees¡¦ perceived organizational support could be cultivated by providing employees the employee assistance program.

This study presents research on the Psychological Capital Questionnaire (PCQ-24) and the Authentic Leadership Questionnaire (ALQ) in a sample of Arizona secondary school principals. A comprehensive literature review was conducted linking the constructs of psychological capital and authentic leadership to other forms of positive leadership, effective organizational change theories, positive psychology, organizational learning, and empirical research on effective schools. A conceptual model of effective leadership for positive organizational was developed with psychological capital and authentic leadership as critical components. The goal of the study was to determine whether or not these measures of psychological capital and authentic leadership are valid, reliable, and appropriate for further research in educational settings. A confirmatory factor analysis quantitatively examined the goodness of fit between the data collected from Arizona secondary school principals and the predefined factor structure supported by previous theory and research. A sample of N=147 for the ALQ and N=149 for the PCQ-24 were collected from active secondary principals in Arizona. The following questions guided this study: 1. Is the factor structure of the PCQ-24 and the ALQ consistent with the theoretical model? 2. What are the internal consistencies (reliabilities) of the sub scales and the overall reliability for each questionnaire? 3. Are there any significant mean differences in psychological capital or authentic leadership behavior given any of the principal characteristics or school demographics? 4. What is the relationship between psychological capital and authentic leadership? Findings from the study suggested that the correlated four-factor model was a better fit than the theoretical latent factor model for both instruments. Overall reliability met acceptable levels for both instruments; however, some subscales in the self-report ALQ instrument were unreliable. Significant mean differences in principals' age and years as a principal were found in both instruments, along with mean differences on some school demographic factors. Several of these differences support the theoretical constructs of psychological capital and authentic leadership within this population. Given the tentative results of the instruments, additional research is recommended in validating these instruments and potentially modifying them slightly for a population of educators. Additional recommendations and limitations conclude this study.

Servant leadership focuses on stakeholder concern and follower development and empowerment. It has begun to emerge as a useful perspective of leadership within academic research, but theoretical development remains limited, and some of its key propositions have not been tested. In this dissertation I build and test a theory of how servant leadership works, why it works, and when it works. Drawing on the extant servant leadership literature, a social learning perspective, and research on gender roles and schemas, I propose a conceptual definition and theory of how servant leadership impacts two characteristics of followers (prosocial motivation and psychological capital) to affect distal outcomes including voice and performance. I also test servant leadership's impact on the spread of servant leadership behaviors to followers, a key proposition of servant leadership for nearly fifty years which has never been empirically tested. Further, I propose gender and gender schemas as potential moderators of servant leadership, arguing that the more communal emphasis of this approach may interact with sex role factors to impact its effectiveness, such that females may actually have an advantage in using servant leadership, as opposed to the implicit masculine advantage in other leadership behaviors. To answer these research questions, I conducted a temporally lagged multi-organizational study testing the mediators, moderators, and outcomes of servant leadership. Using a variance decomposition approach to clustered and cross-level interactions in an HLM framework, I find substantial support for my theoretical predictions. Results support the idea that exposure to servant leadership behaviors is associated with all three performance outcomes, including an employee's own enactment of servant leadership, both directly and through the mediating effects of positive psychological capital. These effects were contingent as hypothesized, such that servant leadership was more powerful when used by a female manager, and when experienced by individuals with high female gender schemas. Theoretical and practical implications of these conclusions, as well as future research suggested by these results, are discussed.