The relationship between transformational leadership and psychological capital in university staff managers

The topic of leadership has received much scholarly attention , as researchers have investigated the contribution of different leadership styles to various elements of organizations. Transformational leadership , which is one of the well-established leadership styles , has been found to contribute to multiple aspects of the workplace. Additionally , researchers have investigated the relationship between psychological capital and various leadership styles. Previous research has found a significant relationship between leadership and psychological capital; however , few studies have analyzed the relationship between transformational leadership and psychological capital , specifically levels of psychological capital in transformational leaders. The purpose of this exploratory study was to investigate these relationships , specifically the relationship between transformational leadership and psychological capital and its subscales , self-efficacy , hope , optimism , and resiliency. Participants were asked to take a survey containing the Transformational Leadership Inventory (TLI) and the Psychological Capital Questionnaire (PCQ). The survey was sent to a sample of 649 staff supervisors at a large southeastern university , of which 216 individuals participated. Correlational analyses were employed to investigate initial relationships. Overall levels of psychological capital , as well as its subscales , self-efficacy , hope , optimism , and resiliency were all found to be significantly positively correlated with transformational leadership. Results from a multiple regression analysis indicated that self-efficacy , hope , and optimism had significant unique contributions to level of transformational leadership. However , resiliency did not have significant results. A canonical correlation analysis was employed to further explore the relationships between each of the constructs