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This paper presents the most up-to-date comprehensive meta-analysis of the effectiveness of interventions to enhance psychological capital (PsyCap). It also reports the first meta-analytic examination of longer-term effects (beyond the immediate post-intervention period).

This meta-analysis followed PRISMA 2020 guidelines and utilised the methodologies of Hunter and Schmidt (2004) and Borenstein et al. (2009). The search period was from 2006 until February 2023. A total of 40 studies (N = 4,207) were included in the meta-analyses. The analyses were performed using the Comprehensive Meta-Analysis (CMA) Version 4 software programme.

The results indicate that the impacts of interventions on PsyCap and each of its component resources are greater than those reported in a previous meta-analysis (Lupșa et al., 2020), with the strongest impacts on hope and optimism. Interventions had sustained positive effects on PsyCap, hope, resilience and optimism, but not efficacy, and the frequency of intervention sessions influenced the effectiveness of interventions on hope, efficacy and optimism. Interestingly, specific PsyCap-focussed interventions did not have the greatest impact on PsyCap or its component resources.

This study contributes to emerging research on wellbeing-oriented HRM and provides valuable insights into more effective design and implementation of interventions to enhance PsyCap and its component resources. These interventions are a promising form of investment in employees which may bring mutual gains for individuals and organisations. The present findings extend those of previous studies and specifically respond to the call for further research on the persistence of PsyCap intervention effects.

Team-based work is increasing within organizations nowadays. Despite calls for differentiation between individual and team levels of analysis, research on leadership effects at multiple levels is still limited. By integrating the Conservation of Resources and Social Cognitive theories, this paper aims to analyze the relationships between coaching leadership, team collective efficacy and individual exhaustion via multilevel modeling.

This paper opted for an exploratory study testing a 2-2-1 multilevel mediational model, positing team collective efficacy as a key factor in mediating the relationship between coaching leadership at the team level and exhaustion at the individual level. The hypotheses were tested on a sample of 311 employees, nested in 72 teams (Msize = 5.70, SDsize = 2.82 team members) of a large Italian company that provides financial services.

Results supported the positive association between coaching leadership and team collective efficacy, which, in turn, was negatively associated with team members’ average score in exhaustion and fully mediated the effect of coaching leadership on exhaustion, even controlling for team design features (i.e. task interdependence and team virtuality). The association between coaching leadership and exhaustion was only indirect, explained by team collective efficacy.

Because of the self-report nature of the measures and the cross-sectional nature of the data, this research results might raise problems of variance in common methods and not allow causal conclusions to be drawn. Therefore, researchers are encouraged to test the proposed propositions further.

This paper includes several practical implications for enhancing group efficacy beliefs, which have an impact on individual well-being within the team.

This paper addresses the lack of empirical findings on the multilevel nature of the relationship between coaching-based leadership, collective team effectiveness and individual exhaustion.

The importance of workplace inclusion continues to gain scholarly acclaim. However, in reality, many employees choose to ostracize their colleagues post workplace relationship strife. With this notion the present study aims to delve into the intricate linkages between workplace relationship conflict (WRC) and employee ostracism behavior (EOB), exploring the serial mediating roles of relational identification (RI) and emotional energy (EE). Additionally, the study examines the potential moderating effect of perceived forgiveness climate (PFC) to understand how forgiveness climate may serve as a boundary condition in shaping these crucial relationships.

The analysis utilized five-wave time-tagged data collected from 228 employees through scenario and survey methods. The Hayes PROCESS Macro was employed to examine the proposed hypotheses.

The results indicate a positive influence of WRC on EOB. Additionally, RI and EE sequentially mediate the relationship between WRC and EOB. Furthermore, PFC moderates the serial mediation process (RI and EE) between WRC and EOB as well as the adverse effects of WRC on RI.

Grounded in the theoretical framework of conservation of resource (COR) theory and cognitive-affective personality system (CAPS) theory, the present study offers new insights. By establishing the complicated interplay of RI and EE between WRC and EOB along with the moderating role of PFC, the study extends the understanding of the mechanisms involved, providing a more comprehensive perspective. By shedding light on these complicated interconnected links, the study paved the way for positive social dynamics at work.

The purpose of this study is to clarify the definitional inconsistencies around the concept of “leadership potential” and differentiate it from related constructs, provide a comprehensive review of the literature and propose a research agenda to guide future studies.

The authors adopt a systematic literature review method to achieve this purpose. Adhering to the established guidelines, they analyzed 81 empirical articles published in 27 leading journals from 2011 to 2024.

Despite its prominence in discussions of leadership emergence, development, effectiveness and promotability, the literature lacks consensus on operationalizing leadership potential. In response, the authors propose a novel operationalization based on Pinder’s (1988) three dimensions of motivation, namely – direction, intensity and persistence of behavior. The analysis of this paper structured through the theory-context-characteristics-method (TCCM) framework identifies several critical gaps: One-third of the reviewed studies lack a theoretical foundation, while the remaining predominantly rely on trait and cognition-based approaches; most research emphasizes individual-level predictors and outcomes, with limited exploration of contextual factors; and quantitative approaches dominate the field leaving room for alternative methodological approaches. Based on these observations, a future research agenda using TCCM has been proposed.

This study contributes uniquely to the leadership literature by clarifying the distinctions between “leadership potential” and related constructs, introducing an operationalization grounded in Pinder’s motivational framework and presenting a holistic view of the literature on leadership potential. Further, this study advances the field by proposing a future research agenda, an aspect previously unexplored. Additionally, the authors use the TCCM framework, a guided framework for systematic literature review that has not been adopted in the leadership literature.

Inspired by the internationalisation paths to prosperity of small and medium-sized enterprises (SMEs), where narcissistic leaders are diligent about organisations but also pursue their dark goals, this study aims to concurrently examine two avenues for the internationalisation of narcissistic leaders in SMEs concerning the function of team organisational citizenship behaviours (OCB): corporate social irresponsibility (CSI) and digital business model innovation (BMI).

This study utilised a quantitative design emphasising mature theory research, and data was analysed using multiple regression analysis and Hayes' process model. The data for this study was collected via surveys from 270 SMEs in Vietnam.

The study showed that narcissistic Chief Executive Officers (CEOs) can penetrate the global market profoundly by utilising both the righteous path, which is based on the power of the times via BMI, and the unethical path, CSI. However, team devotion via OCB can mitigate the unethical conduct of narcissistic CEOs.

The study endeavoured to find a path to internationalisation for SMEs in emerging markets with high economic openness and increasingly close connections with international markets, via two strategies for SMEs to conquer the international market more successfully, and with utilising the foundations of CEO narcissism and team citizenship behaviour.

This study contributed to the theory of SME internationalisation by employing the resource-based view and upper-echelon theory, with the updated Uppsala model as its foundation.

The impact of enterprise social media (ESM) on employees is not always beneficial. The constant connectivity of ESM can trigger emotional issues, threatening employees' psychological states. This study aims to explore the potential risks of ESM usage on thriving at work by examining how ESM usage affects thriving and for whom this relationship is amplified.

Drawing on Affect Event Theory, this study proposes a research model for investigating the underlying mechanisms and boundary conditions of the negative impacts of different ESM usage patterns on employees' thriving at work. This study employed Smart-PLS 4.0 with structural equation modeling to analyze multi-wave survey data from 255 employees, testing the proposed model.

The results indicate the following: (1) ESM usage triggers employees' workplace fear of missing out (WFoMO), increasing their online vigilance and consequently hindering their thriving at work. (2) The impact of ESM usage on employees' WFoMO and thriving at work varies with their ambition levels, with high-ambition employees being more susceptible to negative effects and (3) Different types of ESM usage exert distinct effects on employees.

This study substantiates the potential negative impact of ESM usage on employees' thriving at work, contributing to the literature on the “dark side” of ESM usage and thriving at work. This study confirms the critical mediating role of emotion, offering a novel theoretical perspective on understanding the mechanisms linking ESM usage and its outcomes. Additionally, this study identifies the moderating role of employee ambition, complementing the boundary conditions of ESM usage.

Previous research suggests that emotional intelligence (EI) may benefit managers when resolving conflicts. However, past studies relied on self-reports of EI and conflict management styles, and a theoretical model explaining the mechanisms of the link between EI and conflict management outcomes for managers is still missing. This study aims to test a theoretical model proposing that during conflicts, managers with higher performance-based ability EI are perceived as warmer and more competent, which in turn contributes to higher conflict management effectiveness.

A total of 108 Executive MBA students with managerial experience completed a performance-based EI test designed for the workplace and engaged in a conflict management exercise during which they were videotaped. In the exercise, managers spontaneously responded to video-based vignettes in which “employees” addressed them regarding a work-related conflict (e.g. a disagreement regarding tasks and working hours). Independent observers (n = 262) rated the managers’ videotaped responses on items tapping warmth, competence and conflict management effectiveness.

Managers with higher performance-based EI (in particular, emotion regulation in oneself and emotion management in others) received higher observer ratings on warmth, competence and conflict management effectiveness. Warmth and competence fully mediated the link between EI and effectiveness.

These results demonstrate that managers’ performance-based EI translates into actual work-related behaviors and outcomes. Implications for training EI and effective conflict management are discussed.

This study explores the complex relationship between a founder’s social identity and the Dark Triad traits. It aims to provide a more nuanced understanding of entrepreneurial behaviours and their subsequent impact on enterprise performance and founders’ well-being.

Drawing inspiration from the animal kingdom, we identify three entrepreneurial archetypes: Lions, Bees, and Chameleons, using latent profile analysis (LPA) of 28,853 active entrepreneurs. Lions, embodying a balanced competitiveness, exhibit a strategic blend of dominance and communal living. As collaborative visionaries, Bees showcase a strong inclination towards teamwork and purpose-driven collaboration. Chameleons, the strategic individualists, reveal adaptability and calculated approaches to competition.

The study reveals that these archetypes impact well-being and performance outcomes differently. Lions, Bees, and Chameleons contribute uniquely to entrepreneurial success, highlighting the diverse factors influencing business performance and individual satisfaction.

By exploring the multifaceted nature of entrepreneurial behaviour, this research offers valuable insights into how social identity and personality traits shape entrepreneurial success. Identifying distinct archetypes enriches the current understanding of entrepreneurial dynamics, providing practical implications for individuals and businesses aiming to thrive in competitive environments. Additionally, the findings hold significant implications for policymakers seeking to foster a conducive environment for entrepreneurship and innovation. Understanding the unique characteristics of different entrepreneurial archetypes can inform the design of policies and programs tailored to support diverse entrepreneurial ventures and enhance overall economic growth.

The purpose of this research study is to recognize the significance of entrepreneurial psychology. This was achieved by assessing the relationship between the dark personality traits and entrepreneurial intention (EI). This study examined the interrelationship between dual narcissism traits and EI. The authors specifically focused on Narcissistic Admiration (NA) and Narcissistic Rivalry (NR), with particular emphasis on the mediating role of Psychological Empowerment (PE).

This study used a descriptive quantitative research approach to investigate the research model and to test the hypothesis. Data collection involved administering structured questionnaires with nonprobability sampling to obtain data from 340 incubated entrepreneurs. Researchers used partial least squares structured equation modeling for data analysis.

The study findings indicated that NA had a significant impact on both PE and EI, whereas NR substantially impacted PE but not on EI. Furthermore, the results revealed that PE served as a partial mediator between NA and EI, whereas PE acted as a full mediator between NR and EI.

This study contributed to the literature on EI. This study examined the theoretical interrelationship between dual narcissism, specifically NA and NR, with EI while emphasizing the mediating role of PE.

As an emerging nation, India requires more entrepreneurs and more examples of successful entrepreneurship. This study insights would help entrepreneurs to manage their entrepreneurial ventures better. This would be realized by entrepreneurs with better comprehension of NA, NR and PE, which would finally enable the achievement of higher levels of EI.

To the best of the authors’ knowledge, this study was one of the first empirical investigations that distinguished between the two aspects of narcissistic personality: admiration and rivalry. This demonstrated the differential impact on EI. This study made a valuable addition to the theoretical domain of entrepreneurial psychology. This was achieved by highlighting the important role of PE in the association between dual narcissism and the intent of potential entrepreneurs.

Based on upper echelons theory, this paper aims to explore the mixed impacts of chief executive officer (CEO) Machiavellianism on new venture performance. At the same time, this paper tests the mediating and suppression effect of top management team (TMT) collective organizational engagement, and the moderating effect of entrepreneurial orientation.

The authors conducted a three-wave survey of a sample of 1,550 enterprises established within three years, finally retained the full sample of 216 companies (216 CEOs, 733 vice presidents) with complete responses in all surveys. By using SPSS 26.0 and Amos 26.0 software to conduct data analysis, the authors empirically tested the hypothesized relationships.

Regression results show that CEO Machiavellianism negatively affects new venture performance through TMT collective organizational engagement, whereas there is a direct positive relationship between CEO Machiavellianism and new venture performance when TMT collective organizational engagement is controlled for. In addition, entrepreneurial orientation plays a boundary role in this mechanism, which can weaken the negative effect of CEO Machiavellianism on TMT collective organizational engagement.

By expanding the application contexts of the upper echelons theory, this paper enriches the research on Machiavellianism in the organizational research and further clarified the simultaneous positive and negative effects of CEO Machiavellianism on new venture performance.