The Relationship of Psychological Capital and Burnout with Training and Performance

Abstract

This study explores the associations of Psychological Capital consisting of self-efficacy, hope, optimism, and resilience) and Burnout of nonprofit leaders in the Participation in Standards for Excellence® Institute training program (“Standards for Excellence”) and Compliance with Standards for Excellence. Data were collected from 119 executive directors in Oklahoma, Alabama, and Maryland through a one-time online survey. In addition, other independent variables of Grit, Perceived Support for Innovation and Learning, Resistance to Change, Flourishing, and Perceived External Prestige were examined for their relationship to Participation in Standards for Excellence and Compliance with Standards for Excellence. Using analysis of covariance, levels of Psychological Capital and Burnout were not found to be statistically significant in those who had Participated in Standards for Excellence from those who had not. Secondly, as the level of the Psychological Capital increased for the executive directors, their level of Burnout decreased, (r = - .649, p < .01). Psychological Capital was shown to moderate Compliance with Standards for Excellence (β = .258, p < .01) while controlling for the variable of the size of the organization’s annual operating, though Burnout was not. What is clear from these results is that it is the size of the organization and the level of Psychological Capital that the executive director possesses that ultimately results in Compliance with the Standards for Excellence. Implications for future Standards for Excellence Institute training efforts of nonprofit leaders will be discussed.