Transformational leadership, psychological capital and other resources of followers enabling high follower and team performance

The key question of this PhD dissertation is: How do non-managerial employees make use of existing psychological resources in order to enable high individual or team performance? Whilst attempting to answer this question, I combined existing Organization-Behavioral theories, including the conservation of resource theory (COR), transformational leadership theory, goal-setting theory, substitute for leadership theory and related theorizing, as set forth in the theoretical sections within this thesis. This entire dissertation consists of a set of three empirical chapters plus an initial and concluding chapter.