The influence of leadership and psychological capital on the permanence of volunteers

Abstract

The literature on leadership has provided compelling evidence that different leadership styles exhibited by leaders can guide employees to attain competence and gain the confidence required to continue their roles. However, less is known about the potential impact of leadership, particularly the transformational leadership style, on volunteers' intention of permanence and their actual behavior in the context of non-profit organizations. Likewise, psychological capital, known as a positive personal resource, is responsible for various positive work outcomes; however, studies are scarce to expand our knowledge about the role of psychological capital in volunteers' intention of permanence and the actual behavior. The current investigation addresses this gap by formulating several objectives and presenting a model that situates leadership and psychological capital as its centerpieces. The objectives of this study included the investigation of the role of transformational leadership style and psychological capital in the prediction of volunteers' intention of the permanence and their actual behavior, in addition, investigation of the mediating role of components of the three-stage model of volunteers' duration (TSMVD) (satisfaction, organizational commitment, and role identity) among relationships of transformational leadership style, psychological capital, and the intention of permanence...