We extended previous research on work engagement, and by following the logic of Hypotheses 1, 2, and 3, we examined PGAT as a more distal predictor of employee work engagement.
By displaying high levels of psychological capital during group interactions, group leaders are inclined to influence the development of PGAT through a trickle-down process.
According to George's (1990) definition and operationalization of PGAT, we asked participants to describe how they felt when interacting with other group members during the work process.
We calculated the rwg values, intraclass correlation (ICC) (1) and (2) values for PGAT.
The results for Model 2 showed that PGAT significantly predicted employee work engagement ([[gamma].
As leader psychological capital and PGAT were Level 2 variables, we performed hierarchal regression analyses to examine Hypothesis 5.
In this study, we examined the process through which PGAT may contribute to employee work engagement.
Our findings reveal that PGAT is critical for employee work engagement and thereby demonstrate the importance of cultivating shared positive feelings among employees to improve group functioning and performance.
The results of this study show that PGAT may strengthen employee CSE by providing them with positive feedback from the situation, and it is CSE that partially triggers the mechanism by which PGAT is transformed to change behavior and performance in the workplace.