Dissertations / Theses on the topic 'Authentic leaders'

From the early 2000s onwards, authentic leadership has continued to garner growing interest from academia, the public sector, and across multiple industries. Perhaps the reason for the increased focus on authenticity is the unethical behavior demonstrated by a number of leaders from 2000 to 2010. While there is growing interest in demonstrating authenticity as a situational leadership style or even an inherent trait, there is limited research on what leadership strategies or practices are most effective for authentic leaders. This study was designed to apply a common definition, or set of criteria, to identify leaders that are authentic. Once this group of authentic leaders has been identified, research can be conducted to understand common characteristics, traits, styles, practices, and strategies. Conversely, the opportunity exists to understand what common challenges authentic leaders face to determine mitigation strategies. The findings of this study provided exemplary best practices for leaders in business and other fields. To help ground the study, a detailed literature review of leadership theory, and authentic leadership’s place within the study of leadership, was completed. The historical examination of leadership is important as it adds richness and context to how authenticity has risen to prominence within empirical and theoretical research.

This research showed that common leadership strategies and practices among authentic leaders include the ability to connect and engage through honest and transparent storytelling. Authentic leaders are vulnerable and transparent, and they enable and engage people and organizations through sharing a compelling vision. Their core leadership approach of honesty and transparency does not change, but they will flex how direct they are based on the situation and audience. In terms of challenges, authentic senior leaders have a high desire for their authentic approach to be reciprocated, and they can be too demanding. In order to overcome these challenges, they try to manage their stress and use physiological and mental means to manage energy. Authentic senior leaders measure success in terms of business results, talent development, and being recognized. The advice they have for future leader is to be one’s authentic self and to understand one’s personal mission and purpose.

Este estudo teve como objetivo analisar a influência da liderança autêntica sobre a presença afetiva do líder e sobre a percepção de justiça organizacional. Examinou também o papel da presença afetiva positiva do líder e da percepção de justiça organizacional como mecanismos mediadores da relação entre liderança autêntica e satisfação no trabalho. É um estudo de natureza quantitativa, buscou explorar o modelo e analisar as hipóteses propostas. Foram realizadas regressões múltiplas utilizando-se as diferentes variáveis dependentes, objeto do estudo. A pesquisa foi realizada em uma sociedade de economia mista do setor bancário brasileiro e contou com uma amostra de 193 funcionários. Os resultados indicam que há uma relação direta entre a liderança autêntica e a presença afetiva do líder, assim como entre a liderança autêntica e a percepção de justiça organizacional. A relação direta entre a presença afetiva positiva do líder e a percepção de justiça organizacional também foi verificada. Além disso, foi observado que a presença afetiva positiva do líder e a percepção de justiça organizacional parecem ser caminhos relevantes por meio dos quais os líderes autênticos poderiam alcançar uma maior satisfação dos funcionários com o trabalho. Relações positivas entre a satisfação no trabalho e a intenção dos funcionários de permanecer na organização e na equipe na qual trabalham também foram encontradas.
This study intended to analyze the influence of authentic leadership on leader s affective presence and on the perception of organizational justice. It has been also examined the role of leader s positive affective presence and the perception of organizational justice as mediating mechanisms of the relationship between authentic leadership and job satisfaction. It is a quantitative study and multiple regressions were performed considering different dependent variables to explore the model and analyze the proposed hypothesis. The survey was conducted in a state owned company of the Brazilian banking sector and had a sample of 193 employees. The results pointed out that there is a direct relationship between authentic leadership and leader affective presence, as well as between authentic leadership and the perception of organizational justice. The direct relationship between leader s positive affective presence and perception of organizational justice was also verified. In addition, it has been observed that leader s positive affective presence and perception of organizational justice seem to be relevant paths for authentic leaders to achieve a better level of job satisfaction. A positive relationship between job satisfaction and employees intention to stay working at the organization and in the same team have also been found.

Demographic changes within the field of higher education have generated growing interest for the study of cultural intelligence and authentic leadership among academic leaders. The relationship between cultural intelligence (CQ) as a moderator to authentic leadership (AL) was examined through a quantitative study that included two surveys, the Expanded Cultural Intelligence Scale (E-CQS) and the Authentic Leadership Questionnaire (ALQ). Hypotheses were formulated to assess relationships between CQ and AL, and specific components of each set of data. The study's findings were directed toward academic leaders being equipped with both cultural intelligence and authentic leadership to effectively interact and support diverse multicultural populations within higher educational institutions.

This transcendental phenomenological study sought to understand how the followers of authentic leaders in a multi-national healthcare organization experienced well-being. Twenty followers of 5 authentic leaders participated in the research and shared their lived experiences. Followers reported they experienced workplace well-being by maintaining work-life balance, feeling fulfilled/doing meaningful work, and feeling appreciated/recognized for their contributions. Workplace well-being was experienced as a result of their perceptions of feeling trusted and cared about as a whole being and not just an employee by their leaders. Followers also reported that the organizational culture provided support for leaders to demonstrate behaviors of authentic leadership, caring, trust, appreciation, respect, valuing others, openness, honesty, and transparency, which led them to feel an attachment to their leaders and organizations. Followers were motivated to exhibit organizational citizenship behaviors by providing extra or discretionary effort beyond their expected role requirements. These findings indicate that authentic leaders can provide value by cultivating well-being in the workplace. Findings also suggest recommendations for establishing organizational best practices.

Due to the increase in scandals and failures in organisations, public concerns have increased over leadership, and authentic leadership has been promoted as the most feasible response to these concerns (Liu, 2010). However, there seem to be diverse views on what encompasses authentic leadership. Three qualitative studies were therefore conducted in varied settings in order to obtain participants’ understanding of authenticity and the role that impression management played in their understanding of authenticity. Study 1 involved group discussions after the participants were shown two video clips of organisational leaders. Study 2 involved a case study in an organisational setting, where interviews were carried out in addition to participant observation. Study 3 involved interviews with participants from diverse industries, in order to confirm the findings of the first two studies. All the three studies were consistent in the findings indicating that there is not one thing called authenticity and that impression management and authenticity are related. The findings only confirmed what we found in the literature indicating diverse views on what authenticity entailed, and therefore, that there is not one thing called authenticity.

Very little research focuses on a follower's perception of leadership. Furthermore, black African female employees' perception of a male leader's botho and authentic leadership style in Botswana parastatals has never been researched. Research has made it evident that leadership not only needs to be viewed from a leader-centric perspective but a follower-centric perspective should also be taken into consideration. Botho and authenticity are phenomena that are unique to a specific context. The conundrum to apprehend is how this influences a leader. This study thus aimed to identify how botho and authentic leadership is perceived and experienced by black African female employees, to explore whether male leaders are perceived to possess botho and authentic leadership styles, and enquire how important black African female employees regard botho and authentic leadership styles in male leaders. The study adopted a qualitative, grounded theory methodological approach to investigate the research purpose. Unstructured and semi-structured interviews were used to investigate the particular focus area. The data collection was split into two phases. Phase one comprised of focus groups, followed by phase two with individual interviews. A sample consisting of seven black African female employees from three parastatals in Botswana was used. This sample was selected as they had experience in the field of interest. The discussions were recorded and transcribed prior to being captured in Excel. Thematic coding was adopted to scrutinise the data. The findings of the study indicated that the followers would love for their opinions to be taken into consideration more. Facets mostly illuminated by the participants included the need for better communication, transparency and guidance. Respect and compassion were found to be the cornerstone of botho. Social awareness and self-awareness were found to be the grounding factors to being an authentic leader. Furthermore, it was found that cultural context is evidently an important factor to consider when approaching leadership. Due to the subjective nature of the study, the researcher could not generalise the findings. The participants' responses were based on their social construction and experiences. Future research should focus on developing constructs that participants regard as vital when measuring botho and authenticity. Developing a measurement tool that is valid and reliable for botho and authentic leadership whilst taking into consideration the cultural context would be beneficial to the development of the constructs.
Mini Dissertation (MCom)--University of Pretoria, 2017.
Human Resource Management
MCom
Unrestricted

This thesis aimed to explore the coping strategies of leaders in situations in which their authenticity is put out of balance. Specifically, this means that this thesis describes the different actions shown by the leaders in order to deal with these particular situations. The literature suggests that leaders either stay with their own values and try to persuade them to the followers (Eagly 2005) or adapt to the group values and avoid showing damaging emotions (Gardner et al. 2005). As expected, this thesis shows that the leaders’ behavior does not simply fit into one group or the other. Instead, this research found that there are more nuances in how leaders respond to situations in which their values are challenged. The first action taken by leaders consists of learning, during which leaders discover and try to make sense of the new environment. Subsequently, roughly five categories of actions could be distinguished from the data. Leaders tend to adapt to small differences, adapt to large differences, avoid relationships, try to change followers or break relationships. Although these are five clearly defined categories, this does not imply that one leader only adopts one kind of strategy. This research found that the kind of strategy chosen by the leader highly depends on the conditions surrounding the leader. The coping strategy chosen has an effect on the relationship between the leader and the followers, and the leader’s emotions. Furthermore, it should be noted that in this research it is stated that leaders choose or decide upon certain actions leading from conditions; this does mean that the decision for actions can be taken both intentionally or unconsciously.

The purpose of the current phenomenological study was to understand the developmental experiences of authentic leaders by documenting their own stories of how they view their growth into a successful global leader. The study used three overarching research questions: (1) How do leaders within international cooperatives describe their lived experiences that contributed to their development into successful and authentic global leaders? (2) How do cooperative leaders explain how they apply/use the principle of stewardship on a daily basis? (3) What experiences are described as challenges in the application of authentic leadership? Using these overarching questions as a guide, the current study posed interview questions that explore participants’ experiences in developing into an authentic leader. The study also explored how operating in a global environment has influenced their ability to be authentic in their leadership. Additionally, interview questions explored the context of authentic leadership and global leadership within cooperative organizations and how the role of being a steward for the organization influences their leadership style.

The theoretical framework for the study was guided by global leadership theory, authentic leadership theory, and stewardship theory. Purposeful sampling and snowball sampling were used to select study participants who are senior leaders within international cooperative organizations. Data was collected through the use of semi-structured interviews, and the interviews were transcribed and then analyzed using NVivo qualitative analysis software. The information collected and subsequent analysis may help future cooperative leaders develop into successful and authentic global leaders, as well as help close the gap in the literature on leadership within international cooperatives. The research findings led to the development of five themes surrounding the phenomenon of developing into an authentic leader within an international cooperative: (1) leading successfully, (2) leading globally, (3) developing authentically, (4) meeting the leadership challenge, and (5) cooperative appeal.

As a result of scandals in the workplace, scholars and practitioners are increasingly focused on how to develop authentic leaders, high in trust, transparency, and clear moral standards. Additionally, with the flattening of organizations and the increasing numbers of workers in nonsupervisory roles, it is increasingly important for organizations to focus on developing followers as well as leaders.

The purpose of this study was to describe how leader modeling of authentic behaviors influences follower authenticity and how follower modeling of authentic behaviors influences the development of leader authenticity. This study primarily used Gardner’s conceptual framework of authentic leadership and follower development and Bandura’s observational learning theory as theoretical lenses. This qualitative, multisite case study examined two local chapters of a national nonprofit, the YMCA of the USA. The research sought to describe the role modeling played in the development of leader and follower authenticity in the workplace. Data were collected at two different research sites and included 16 interviews, participant observations, and an analysis of supporting documents. The analysis was conducted by coding the data, developing a summary for each site, and then conducting a cross-case analysis.

Findings from this study indicate that both leader and follower modeling influenced authenticity development, including both positive and negative models of authentic behaviors. Organizational culture and situational context were also factors that emerged in the development of authenticity in both leaders and followers.

Thesis (MA)--University of Stellenbosch, 2002.
ENGLISH ABSTRACT: This assignment seeks to demonstrate that transformational leadership development programs that focus on teaching leaders the various transformational behaviours, fall short of their goal of changing leadership practice. Given the post-industrial context and the challenges posed by various world crises, the timely development of effective leaders is of the essence. It is essential to recognise why current methods of leadership development are inefficient. Most development programs intervene to change behaviour. However, changed behaviour that does not reflect a leader's true motives and values will soon be identified by followers as manipulative efforts. The behaviour will be exposed as superficial and inauthentic. It is maintained that a more profound level of intervention is needed to bring about authentic leadership development. Leaders who need to change from an autocratic leadership style to the extreme opposite of transformational leadership style must change more than just their behaviour. They need to examine their view of life, the world, themselves and other people to identify their attitude and basic belief system. If this is not congruent to the values proposed by transformational leadership such as the empowerment of all people, it will be impossible to elicit authentic transformational leadership behaviour. Transformational leadership development programs will achieve greater success if they facilitate personal change within leaders. A change of view regarding themselves and other people will promote a true shift in values that encompass empowerment, support and advancement of all employees, will naturally yield behaviours consistent with these values. The person-centred approach of the well-known American psychologist Carl Rogers, proves to be an effective tool to provide leaders the opportunity to explore their beliefs, their experience and their attitudes. Various similarities between transformational leadership theory and person-centred psychotherapy principles exist. The conditions of personal growth echo the transformational leadership behaviour and the personal growth objective of Rogers resembles the transformational leadership objective of empowering all employees. It is maintained that leaders who gain self-knowledge and self-acceptance through the experience of a person-centred relationship can grow into a transformational leader. It will not only affect the organisation and its employees. Such a process can unlock human potential that can facilitate vision and meaning far beyond the organisation's linear objectives of increasing shareholder's value.
AFRIKAANSE OPSOMMING: Hierdie werkstuk probeer aantoon dat die huidige praktyk van transformasionele leierskapsontwikkeling nie in die doel slaag om leierskappraktyk beduidend te verander en te verbeter nie. Gegewe die post-industriele konteks en die uitdagings van 'n verskeidenheid weretdkrtsisse, is dit van groot belang om tydig sterk leiers te ontwikkel wat hierdie uitdagings die hoof kan bied. Dit is ook essensieel om redes te identifiseer waarom transformasionele leierskapsontwikkeling tot dusver nie effektief was nie. Die meeste ontwikkelingsprogramme fokus daarop om gedrag te verander. Veranderde gedrag wat egter nie 'n leier se ware motiewe en waardes weerspieel nie, sal gou uitgeken en geetiketteer word as manipulerende gedrag. Die gedrag sal as oneg en oppervlakkig ervaar word. Daar word aangevoer dat 'n dieper intervensievlak toegepas moet word om ware transformasionele gedrag te bewerkstellig. Leiers wat van 'n outokratiese na 'n transformasionele leierskapstyl moet oorskakel, sal meer as net hul gedrag rnoet aanpas. Hulle sal selfondersoek moet instel om helderheid en begrip in te win aangaande hul selfkonsep, lewensbeskouing en mensbeskouing om sodoende hul persoonlike houdings en waardes identifiseer. Indien hul persoonlike waardes nie kongruent is aan die waardes wat voorgestel word deur transformasionele leierskap nie, sal dit onmoontlik wees om outentieke transformasionele leierskap te ontwikkel. Transformasionele leierskapontwikkelingsprogramme sal groter sukses behaal indien dit ware persoonlike verandering in die leier meebring. 'n Verandering in 'n leier se selfkonsep en mensbeskourng wat 'n ware skuif meebring in die waardes wat die leier aanhang, sal 'n natuurlike verandering in 'n leier se gedrag ten opsigte van bemagtiging, ondersteuning en bevordering van aile werknemers teweeg bring en wat kongruent is aan die leier se persoonlike oortuiginge. Die persoonsgesentreerde benadering van die bekende Amerikaanse sielkundige, Carl Rogers, bied 'n werkbare alternatief vir die proses van leierskapsontwikkeling. 'n Rogeriaanse verhouding wat leiers 'n geleentheid bied om hulself te verken en te leer ken, fasiliteer die natuurlike groei na transformasionele leierskap. Die persoonsgesentreerde benadering van Rogers het 'n aantal raakpunte met die transformasionele leierskapsteorie. Die voorvereistes vir persoonlike groei uiteengesit deur Rogers refiekteer die gedrag voorgeskryf deur transformasionele teorie. Die verwagting van Rogers dat hierdie voorvereistes sal lei tot persoonlike groei stem ook ooreen met die vereiste gestel aan transformasionele leiers om al hul werknemers te bemagtig. 'n Leier wat blootgestel word aan 'n ontwikkelingsproses wat as basis 'n persoonsgesentreerde verhouding bied, ontwikkel verder as bloot tot voordeel van die individuele organisasie. Die proses sal ook meebring dat 'n leier se potensiaal ontsluit word om visie en betekenis te ontwikkel en te kommunikeer wat verder strek as die onmiddellike organisatoriese doel van verhoging in waarde van aandeelhouersbelang.

Advocacy and leadership style are essential concepts in education. This qualitative case study was undertaken to demonstrate how Robert K. Greenleaf’s servant-leadership framework could be a useful framework to adopt by educational leaders and child advocates. Servant-leadership identifies the needs of others as a primary goal of leadership. The study contributes to understanding the value of exemplary servant-leadership and advocacy in public education as demonstrated by David Lawrence Jr. The researcher addressed questions regarding how Lawrence embodies servant-leadership traits and explored how a servant-leader has been positively influencing early childhood public educational policy in Florida to benefit all children. There were 16 interviews conducted with individuals from four interest groups in Florida: business leaders, political leaders, local South Florida leaders and educational leaders. In addition, data were gathered by observing and interviewing Lawrence. His speeches and other archival documents were also analyzed. The findings illustrated the ten traits of the servant-leadership framework and identified five additional traits modeled by Lawrence that have contributed to his influence on public educational policy. A paradigm shift from authoritarian leadership to an authentic servant-leadership style that advocates for young children and promotes the importance of early childhood educational policy. The dichotomy examined throughout this research focused on servant-leadership and advocacy that is instrumental to make a difference in education as an educational leader navigates through political agendas. Lawrence leads a “Children’s Movement” in Florida that includes an ongoing bi-partisan individuals movement that has changed early childhood education in Florida. The findings of this investigation validate that servant-leadership framework could influence the transformation of public education.

Relationships are so entrenched in the social interaction between individuals that most people do not pay attention to them until they experience trouble in their relationship. Humans create new relationships and end old ones all the time in conscious and unconscious processes. This thesis will give a theoretical and practical overview to reveal the process of social interaction which shapes relationships between a leader and a follower. We focus on the necessary components as well as on the process in which the relationship is built. We approach the process of social interaction from both the side of the leader and the side of the follower to create a balanced picture that will provide systematic explanation of this complicated and multidimensional phenomenon. The primary focus of this thesis will be on the origin and development of an authentic, healthy relationship between a leader and a follower.

In the typical general chemistry environment, the use of lecture and laboratory are important components to the instruction. The Center for Authentic Science Practice in Education (CASPiE) Project, now being implemented at Ball State University, uses a research module approach to provide laboratory instruction. This new approach not only engages students in authentic research practices but applies the Peer Led Team Learning (PLTL) concept to the learning environment. In this study, the implementation of training techniques and the overall development of the peer leaders at Ball State were investigated. As a result, several recommendations are presented to improve the overall experience of the peer leaders and the students they serve. These include the continuation of current training techniques with more emphasis given to reflection with the peer leaders and the faculty of their impact and the institution of a training schedule for peer leaders that includes student learning styles, module content and instrumentation, and techniques for interacting with students.
Department of Chemistry

The aim of this practitioner research is to explore and analyse how headteachers reflect on their own professional practice to help them sustain themselves and improve secondary schools. The research has two aspects: the first is an action participative enquiry between 2006 and 2009 into the realities of secondary headship; the second is an analysis of the significance of reflexivity in other headteachers and the participant headteacher researcher. Whilst there is a significant literature concerning school improvement and leadership there is very little of a longitudinal nature which examines the experience of secondary headteachers in depth. Therefore this research has significantly enhanced that body of knowledge. It is also appropriate in terms of professional practice as the government increasingly empowers headteachers to be free from the collaborative structures of Local Education Authorities. This (almost) four year study of seven secondary school headteachers within the same metropolitan area takes the form of 25 extended conversations between practising headteachers who established strong “conversational partnerships” (Rubin and Rubin, 2005 p79) over the study. The analysis from the data identified how headteachers sustained good practice in their schools and how they formed co-coaching or mentoring relationships with one another over time. The research is characteristic of a social constructivist tradition. It generated rich, qualitative data gathered through the use of interviews, the participant researcher’s field notes, Ofsted inspection reports and “naturally occurring” material. The research identified a range of themes in the area of school improvement common in the literature such as the importance of focusing on teaching and learning and appointing the ‘right’ staff. It also confirmed much of the existing research in the field of school leadership. It established that these headteachers readily engaged in reflexive practices which impacted positively in supporting the individual professionals and their schools. The research also identified the existence of meta-reflection (Burge et al., 2000, Watson, 1998b) in an educational setting. A definition of meta-reflection would be a type of reflective practice used by of Headteachers in a professional ‘power neutral’ context. It is commonly found in the analysis of headteacher dialogues and requires the passage of time for Headteachers to reflect on these dialogues which allowed allow some headteachers to access a reflective state which supported their professional sustainability and improved their decision making. This ultimately had a positive impact on their schools. The research found that all headteachers reflect on their professional practice at an operational level. It also found that they all were able to be reflexive almost to the degree of co-researching with the participant researcher headteacher. Finally a majority of the sample were also able to use meta-reflection to help then process decision making in their schools. Existing models of leadership (Bush 2011), research analysis (Layder 1993) and reflexivity (Archer 2007) have been used and adapted to illuminate meta-reflection in the headteachers in the sample and to re-define “authentic” headship in this context. This study is relevant not only to headteachers but also to policymakers and educationalists interested in how to improve schools over the long-term and sustain the workforce of headteachers in a manner which benefits all stakeholders.

For over seventeen years, I have dedicated my life as both a teacher and an administrator to serving our children, especially our children of color and those of lower socio-economic status. I have lived and felt the successes of our children and teachers as well as the pain of public education. I have striven to be an authentic leader, keeping our children at the forefront of why we do what we must in order to provide ALL of them with equitable access to a quality education and opportunities. This has come at a heavy cost to me both professionally and personally.

During a “time out” in my career, this dissertation granted me an opportunity to reflect and analyze who I have been, who I am, and who I might become. More specifically, it allowed me to take a look at certain life stories of my past, and thus to better understand my professional experiences so that I may work towards becoming a more effective and authentic leader.

This study used an autobiographical framework with a qualitative design to analyze my life-stories and thus address the following questions: • What meanings am I taking away from my life stories? • How do my life-stories help my development as an authentic leader? • How has the notion of authentic leadership helped me understand what has happened to me professionally thus far? • What influence will this process have on who I might become? • Can this strategy help others develop into authentic leaders?

The study notes the importance of personal growth for professional growth and argues that being true to oneself does not necessarily lead to authentic leader development. Authentic leader development requires individual, systematic, and routine reflection on selected life-stories and an external catalyst to promote the discovery of deeper meaning in both the leader and his/her followers.

This quantitative research was a descriptive, statistical analysis that answered the question: "How does authentic leadership practices and the leader's quality of communication relate to organizational commitment?"
Doctor of Philosophy
Leadership practices
Leadership history
Leadership diversity
Leadership Communication
Organizational commitment
Communication Satisfaction Questionnaire
Organizational Commitment Instrument
Authentic Leadership Questionnaire.

Authentic leadership emphasizes the role of ethics and trust a leader displays and which can be a natural and inherent part of a leader’s behavior (Robbins & Judge, 2010). Leaders who are authentic know who they are, know what they believe in and value, and behave in a way that reinforces those values and beliefs openly and candidly (2010). Authenticity is inward-focused and reflects on the behaviors that a leader believes are virtuous and true, from which they project a self-perception that is consistent with their self-concept (Sosik & Cameron, 2010).

Studies within the spectrum of sports have identified that leadership among coaches is a contributor to individual and team performance (Kent & Chelladurai, 2001). In the field of amateur wrestling, coaches can be highly influential in improving their followers’ self-efficacy, which may lead to improved performance and completion of objectives (Rutkowska & Gierczuk, 2012). In leadership literature, however, a substantial gap exists regarding the importance of authentic leadership in sports.

This study was executed to identify which qualities, if any, were displayed by amateur wrestling coaches that are consistent with authentic leadership. The study revealed that four constructs – self-awareness, relational transparency, balanced processing, and internalized moral perspective – were each rated highly both by the coaches themselves and other raters. What was also revealed was that authentic leadership had a relationship with success as reported by assistant wrestling coaches. The study also showed that head wrestling coaches had similar views of their own authentic leadership as that reported by assistant coaches and wrestlers.

There was not enough evidence to support a relationship with success as reported by the head coaches and their wrestlers.

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Objetivo – O objetivo deste trabalho é de empiricamente avaliar o papel da moralidade no conceito de liderança autêntica. Metodologia – Para tal, foi criado um questionário experimental no qual foram examinados os efeitos que os dois conceitos de autenticidade e moralidade têm na perceção de efetividade de um líder. Resultados – Prioritariamente os resultados mostram que há uma diferença insignificante entre lideres inautênticos mas moralmente corretos e lideres autênticos mas imorais na perceção de efetividade de um líder. Aplicabilidade do trabalho – Os resultados do estudo sugerem que lideres imorais por norma não devem ser excluídos do conceito de liderança autêntica. Originalidade – Para o nosso conhecimento, este é o primeiro trabalho que examina o papel da moralidade na liderança autêntica ao relacionar os dois conceitos para a perceção de efetividade de um líder.
Purpose – The purpose of this work is to empirically evaluate the role of morality in the authentic leadership construct. Design/methodology/approach – To do so, a survey experiment was created that examines the effects of the two concepts of authenticity and morality on perceived leader effectiveness. Findings – Most importantly the results have shown that there is an insignificant difference between inauthentic but moral leaders and authentic but immoral leaders in perceived leader effectiveness. Practical implications – The findings of the study suggest that immoral leaders should not be generally excluded from authentic leadership constructs. Originality – To our knowledge, this is the first study that examines the role of morality in authentic leadership by relating the two concepts to perceived leader effectiveness.

A considerable deficit of Licensed Mental Health Professionals (LMHPs) is expected in the United States because of the rapid professional burnout and turnover. Research has related various leadership styles to job satisfaction, organizational commitment, and retention. This study focused on authentic leadership theory and the relationship between authentic leadership and burnout. The researcher conducted a causal-comparative study with a convenience sample of 116 licensed mental health professionals to assess the relationship between authentic leadership and LMHP leader burnout in an attempt to identify a solution to the systemic burnout and turnover problems in community mental health centers. The results indicated that authentic leadership was a statistically significant predictor of all three subscales of the MBI. The multiple linear regression analysis indicated that the subcomponents of authentic leadership had a relationship with the three subscales of the MBI. The transparency sub-component of authentic leadership was particularly important because it was a statistically significant predictor of the emotional exhaustion subscale, while the balanced processing and self-awareness subcomponents were also statistically significant predictors of the depersonalization subscale. The moral sub-component of authentic leadership was a statistically significant predictor of the personal accomplishment subscale, which makes this study useful for development of leadership trainings designed to promote work environments that are able to minimize burnout and turnover in LMHPs.

In sixth grade, I did an art project where I painted a self-portrait. I decided to paint myself looking in a mirror. On the right-hand side of the canvas was the back of my head. On the left-hand side was a reflection of my face looking back at me in the mirror. During one session with my art teacher, she looked at my painting and paused before asking, “what happened?” She paused again before continuing that at one point the painting was on the right track, implying since that point, something had gone terribly wrong. I mean what was looking back at me in the mirror was quite scary. It was a girl with sharp, angry brows who was grimacing like that emoji with clenched teeth. By the end of the project the painting only got uglier and unfortunately lived in my family’s home for years to come. My mom once told me that “interesting” isn’t necessarily a good thing. It was said right after I proudly shared with her that I received a certificate that read, “Most Interesting Art Project” for a paper doll I made to look like myself in eighth grade. Since that subtle comment, I’ve always been careful about how I choose and use words. I didn’t dare challenge my mom’s comment. Instead, I recall being mad at my art teacher. How could she call my paper doll interesting! What did she mean by that? I’ve always been better with paper than paint and I knew that unlike my self-portrait that I had painted two years prior, this doll I constructed, complete with my ponytail and 空手着 (karate uniform) actually looked like me! It’s been over a decade since these two “art incidents” but oddly enough these stories are quite telling about my current self-perception. This is the power of storytelling. Not only does it help me to connect with people beyond small talk but writing and reflecting on my past has helped me understand who I am now. Today I am an educator, supervisor of students, and a young professional in higher education. More than titles or positions I hold, I find meaning in the relationships I build with my colleagues, students, mentors, and community. What I have learned and hope to share to all educators, staff, students, and leaders by way of writing this thesis is the value and necessity of exploring, unlearning, and challenging yourself to understand who you are, how you are who you are, and why you are who you are. While recognizing that I have changed and will continue to change through growth, learning, and time, I find security at this intersection of past and future where I am present in this self. As someone who is empathetic, I am sensitive to other people’s feelings and emotions. With context, I attempt to understand how someone else may feel still while recognizing I may never truly know their experience. On the contrary, I’ve discovered that to be empathetic with my own self is quite challenging! This insight has created inner chaos and has helped me understand how I do and don’t process my own feelings and emotions regularly. As someone who has made it a priority to serve others, I am fueled by keeping busy as a way to have a purpose in all of my actions. I want to be useful. Through this grind, I’ve lost a sense of who I am and valuing myself beyond my work and what I am capable of. I don’t believe this is a unique experience. I have taken responsibility for burning out and running on empty. I am shifting gears. I have taken this opportunity to write my own experiences in hopes that there is something to be learned from it for anyone who has ever taken on too much, has run away from themselves, or been uncomfortable with who they are.

In this research, the impact on and relationship of Authentic Leadership with Leader Accountability was investigated. This mixed methods study was conducted within UK non-profit organisations. This investigation had two strands to its key objective; the first was to note the impact of the two theories using Quantitative measures of the Authentic Leadership Questionnaire and Leader Accountability Scale. The results of this phase of the research supported the propositions that the independent variables (self-awareness, balanced processing, relational transparency, internalised moral perspective) of Authentic Leadership positively impacted on the dependent variables (responsibility, openness, answerability) of Leader Accountability. The second was to understand the relationship of the two theories using a Qualitative approach which adopted semi-structured interviews and cross-case analysis. The findings of these interviews with non-profit leaders and followers revealed that the perceptions of authenticity and accountability are evident; those leaders who exhibited these virtues were praised by followers as being effective leaders. Therefore, in general, Leader Accountability can be regarded as an actionable strategy to further support Authentic Leadership behaviours within the UK non-profit sector. Contributions to academic knowledge are that for the first time, the theory of Authentic Leadership was studied in relation to Leader Accountability within the non-profit context. Both the theories were investigated using mixed methodology, and self-awareness was found to be the main leadership characteristic apparent within the UK non-profit sector along with other variables of authentic leadership and leader accountability. The implications and future recommendations are also addressed.

This thesis explores leadership from an inverted or inner perspective of a leader. It draws on humanistic, psychological approaches to leadership, and develops a theory of systemic, constructivist leadership. While systemic, constructivist concepts are well known and accepted methods in therapy, counselling, coaching, and organisational consulting, in leadership there is still a gap between theory and practise. In this study systemic, constructivist ideas such as self-organization of human systems, radical constructivism, and systems theory are transferred, through an experiential learning project to leadership practise. Previous research (Steinkellner, 2005) indicated that in addition to the understanding of systemic theory and the application of systemic interventions, the specific mental attitude of a leader is required. So this thesis (1) explores the qualities of the mental attitude of a systemic, constructivist leader, (2) reflects on the transformation of the self of a leader in an experiential learning process, and (3) develops a theory of systemic, constructivist leadership. The methodology is heuristic inquiry, which involves the subjectivity of the researcher, and includes introspective procedures such as self-searching, self-dialogue, and self-discovery (Moustakas, 1990). Its focus on the inner perspective of a leader is unusual, if not unique. Various concepts from humanistic psychology including tacit knowledge (Polanyi & Sen, 2009), awareness (Perls, 1973), and focusing (Gendlin, 2003) were applied to transcend the concept of rationality both in science and in business. The main contributions of this study are: the description of a theory of systemic, constructivist leadership and; the design of appropriate training to implement this.

School leaders face the challenge of creating and maintaining learning during rapid and complex conditions. Some of the challenges associated with leadership based on authenticity in intercultural schools will be discussed. The purpose of this essay is to describe and gain an insight into three school leaders´ views on leadership in multicultural schools. The study is based on scientific articles and the survey consists of interviews with head teachers in different multicultural schools. The hermeneutic research approach has been the basis for this study through qualitative interviews and collected data for analysis. To get a better understanding of the issues this essay culminates in, different leadership styles are shortly presented. The characteristics that underpin this study will hopefully be better understood through definitions of key concepts. In an attempt to further define authentic leadership, the concept of authentic followership will be introduced and discussed. Effective leadership in intercultural schools requires genuine understanding and action. In line with this, various strategies are proposed by which leaders can consciously transform and better understand the problems and find solutions in intercultural school contexts.

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Looking for superior performance of human capital is a key for organizations to exercise greater competitiveness and to achieve higher levels of competition. For this purpose, to conquer the greater involvement of workers is fundamental to improve individual performance and stands out as the main way to build enduring competitive advantage in organizations where, to the leader, is delegated the role of motivator. Recent studies reveal a new approach to understanding the impact of leadership on subordinates. The authenticity. The true leader has the merit of generating self-efficiency on their subordinates, and be perceived through the respect he treats his subordinates, showing high consistency in their actions. This leader assesses the views of their subordinates, provides feedback on performance and possesses values that lead him to be fair, and has the ability to extract extra effort of their team. Therefore, the more 'authentic as a person,' the more you can directly impact the effectiveness of their followers. But this study revealed that there is a component of mediation between the leader and the largest authentic organizational commitment. The psychological contract. In its relational dimension, especially, the psychological contract is said to mediate the relationship between the authenticity of the leader and the largest team commitment, in other words, the authenticity of the leader shapes the way the individual is linked to the organization, so this is an out stand finding and help us to understand what are the real factors influencing the increased performance of employees.
Buscar desempenho superior do capital humano é fator chave para as organizações exercerem maior competitividade e atingir níveis superiores ao da concorrência. Para este intento, conquistar o maior comprometimento dos trabalhadores é fundamental para aumentar o desempenho individual e, se destaca como a principal via para construção de vantagem competitiva duradoura nas organizações onde, ao líder, é delegado o papel de motivador. Estudos recentes desvendam uma nova abordagem para compreender o impacto da liderança sobre os subordinados. A autenticidade. O líder autêntico tem por mérito gerar auto-eficiência em seus liderados, é através do respeito com que trata seus subordinados, demonstra elevada consistência em seus atos, avalia os pontos de vista de seus comandados, provê retorno sobre desempenho e possue valores que o levam a ser justo, tendo ainda, a capacidade de extrair de seus liderados esforço adicional. Portanto, quanto mais 'autêntica como pessoa', mais poderá impactar diretamente na eficácia de seus seguidores. Mas, este estudo revelou que há um componente de mediação entre o líder autêntico e o maior comprometimento organizacional. O contrato psicológico. Em sua dimensão relacional, principalmente, que trata de lealdade e estabilidade, o contrato psicológico se destacou por mediar a relação entre a autenticidade do líder e o maior comprometimento da equipe, ou seja, a autenticidade do líder molda a forma como o indivíduo se vincula à organização, sendo assim uma descoberta relevante a qual nos auxilia a compreender quais são os verdadeiros fatores que influenciam no maior comprometimento e, conseqüente, aumento no desempenho dos trabalhadores.

This study researched authentic leaders (Avolio & Gardner, 2005) who were selfaware of their values, beliefs, ethical philosophies, and character strengths while using this knowledge to strengthen their self-regulation. They used positive modeling to enhance follower development, which ultimately promoted veritable and sustainable outcomes personally and professionally that integrated with the authentic leader's purpose in life. Higher education, as a multi-billion dollar industry, uses shared governance that creates challenges for its leadership. Authentic leaders who hold senior administrative positions within higher education are often confronted with varying levels of administrative challenges, especially immoral, unethical, or illegal policies and practices. Senior administrators are often the frontline for creating, supporting, and maintaining either an inauthentic culture at their institution that supports the status quo or an authentic culture at their institution that promotes and supports positive change focused on the common good. This study reviewed the literature regarding eudaimonia, positive psychology, positive leadership, and higher education administration. The focus was on authentic leaders who were senior administrators in higher education administration. This study utilized life stories to identify the common themes within these senior administrators' lives that allowed them to develop into authentic leaders who had the moral courage to take courageous principled-action against immoral, unethical, and illegal policies and practices within their institutions. This study produced a theoretical model that was juxtaposed against Avolio and Gardner's (2005) Authentic Leader Model confirming their research, as well as extending their research into the moral courage and courageous principled-action research domains. This study has primary value for persons interested in having a deeper understanding of leadership, positive leadership, authentic leadership, moral development, moral courage, courageous principled-action, and higher education administration. This study has secondary value for persons interested in developing as an authentic leader, working effectively within higher education administration, or aspiring to develop the moral courage that will support their willingness and capabilities for taking courageous principled-action.
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This research focused on understanding leaders’ psychological capital and authentic leadership as predictors of employees’ perceptions of fairness. In order to achieve this, four research objectives were set.These were: To provide an understanding of psychological capital, authentic leadership and employee perception of fairness, to determine whether there is an impact of a leader’s psychological capital on his/her authentic leadership, to establish the impact of authentic leadership on employee perception of fairness and to make recommendation on how organizational leaders can positively impact employee perception of fairness through authentic leadership. A quantitative research approach was used in addressing these objectives whereby questionnaires were used to collect data from 33 respondents who comprised of managers and employees of different organizations. The collected data was quantitatively analyzed using t the SPSS application, which was instrumental in testing the research hypotheses. Recommendations were also made based on the findings obtained in the research
Esta pesquisa concentrou-se na compreensão do capital psicológico dos líderes e da liderança autêntica como os indicadores para as perceções dos colaboradores sobre a equidade. Para realizar o trabalho, foram estabelecidos quarto objetivos da investigação, nomeadamente, para fornecer uma compreensão sobre o capital psicológico, a liderança autêntica e as perceções dos colaboradores sobre a equidade, para determinar se é existente um impacto do capital psicológico dos líderes em sua liderança autêntica, para estabelecer o impacto da liderança autêntica sobre a perceção dos colaboradores da equidade, e para fazer recomendações sobre como líderes organizacionais podem influenciar a perceção dos colaboradores sobre equidade através da liderança autêntica. Para abordar esses objetivos, utilizou-se abordagem quantitativa da pesquisa através da qual foram utilizados para recolher dados questionários feitos pelos trinta e três entrevistados, formados por gerentes e colaboradores de diferentes organizações. Os dados coletados foram analisados de forma quantitativa através da aplicação SPSS, que foi fundamental para testar as hipóteses de pesquisa. As recomendações também foram feitas com base nos resultados obtidos na pesquisa.

碩士
東海大學
教育研究所
103
Undergraduates are to be citizens and the major workforce in the future society. The learning experience during college is an especially crucial period to shape and to establish personalities and values. The current study aims to investigate the relationships among authentic leadership and social self-efficacy of college student leaders. Student leaders of four social groups in Tunghai University in the 2014th academic year are surveyed: Alpha Leaders, club leaders, residence assistants, and labor education leaders. Social Self-efficacy Scale and Authentic Leadership Questionnaire (ALQ) were administered for this study. 400 questionnaires were delivered, and 275 were returned, with a return rate of 68.75%. After excluding the incomplete ones, 268 surveys were analyzed. The major findings are as follows: (1) There were more female than male student leaders, showing that females are more willing to serve as student leaders, while males showed higher social self-efficacy than females. (2) Residence assistants showed the highest scores in both social self-efficacy and authentic leadership among leaders from the 4 social groups. (3) There are positive correlations between factors of authentic leadership and social self-efficacy. (4) Multiple regression analysis showed a high predictive power of authentic leadership to social self-efficacy.

The goals of the current study were to document the effects of leaders’ relational authenticity on follower impressions, and to explore gender as a boundary condition of the positive effects of this leadership quality. Authentic leadership theory outlines the individual and organizational benefits that result from leaders who judiciously process information through a filter of self-knowledge, and who bring their authentic selves to their actions and relationships. However, research on gender stereotypes demonstrates that as opposed to approaching leadership roles with authenticity, female leaders may need to engage in a certain amount of acting in order to attain legitimacy in spaces traditionally inhabited by men. This work reconsidered authentic leadership theory, and specifically relational authenticity, to take the gender dynamics within existing organizational structures into account. Leader relational authenticity and leader gender were experimentally manipulated in order to test whether some advantages of authentic leadership, in this case favorable impressions and evaluations, apply equally to male and female leaders. Results indicated that those who led with relational authenticity were viewed as more likeable and desirable as a boss than those who did not, and were perceived as more trustworthy for their benevolence and integrity than those who did not. Results of moderated mediation models revealed that relational authenticity can hinder evaluations of women leaders, and that the source of adverse consequences is the enhanced association with gender stereotypes that occurs when women lead with relational authenticity. This was demonstrated by a penalty in judgments of competence and ability exacted from female but not male leaders who were relationally authentic. Further research is required to understand the complex interaction of leaders’ relational authenticity and gender to influence followers’ impressions and outcomes.

Yes
Purpose Purpose To extend the ESRC funded UK Seminar Series, Challenging Gendered Media (Mis)Representations of Women Professionals and Leaders; highlight research into the gendered media constructions of women managers and leaders and outline effective methods and methodologies into diverse media. Design/methodology/approach Design/methodology/approach Gendered analysis of television, autobiographies (of Sheryl Sandberg, Karren Brady, Hillary Clinton and Julia Gillard), broadcast news media and media press through critical discourse analysis, thematic analysis, metaphor, computer-aided text analysis software following the format of the Gender Media Monitoring Project (2015) and [critical] ecological framework for advancing social change. Findings Findings Papers surface the gendered nature of media constructions of women managers and leaders and offer methods and methodologies for others to follow to interrogate gendered media. Further the papers discuss: how women’s leadership is glamourized, fetishized, and sexualized; the embodiment of leadership for women; how popular culture can subvert the dominant gaze; how women use agency and how powerful gendered norms shape perceptions, discourses and norms and how these are resisted, repudiated and re-presented. Practical implications Practical implications The papers focus upon how the media constructs women managers and leaders and offers implications of how media influences and is influenced by practice. There are recommendations provided as to how the media could itself be organised differently to reflect diverse audiences and what can be done to challenge gendered media. Originality/value Originality/value: Invited Special Issue comprising inaugural collection of research through which we get to ‘see’ women and leaders and the gendered media gaze and to learn from research into popular culture through analysis of television, autobiographies and media press.

碩士
嘉南藥理大學
醫務管理系
107
Background and Objectives: Nursing administrators, an essential role in leading nurses and influencing the reform of the medical environment, are the cornerstones and the cultural creators in health care organizations. Many existing reviews reveal the type of leadership will impact on efficacy in an organization. The personality traits and the success criteria of the leadership play pivotal roles to leadership styles, which affect nurses directly on job satisfaction and retention; it also affects indirectly on the quality of patient care and the image of the medical institutions. Many studies have explored the influence of leadership styles of nursing administrators, which generate different outcomes due to different research designs and different ethnic groups. In recent years, Authentic Leadership has been gradually applied to the research topics mostly limited to the academia and industry field, but not applied to the medial institutions. Methods: This study adopted the method of cross-sectional questionnaire survey which was applied to the clinical nurses working in medical centers, regional hospitals and district hospitals in southern Taiwan. A total of 1000 question-naires were distributed, of which 970 nursing staffs were returned valid. The response rate was 97%. Data collection was conducted using a structured ques-tionnaire as research tools, and data analysis was performed by software IBM SPSS Statistics for Windows version 20.0. Results: The sample of this study was mostly from medical centers (33.6%), most of whom were female (95.7%). The average age is 32.66 years old. Most of the respondents have university degrees (85.7%), unmarried (57.3%), and no other hospital work experience (53.9%). In the respondents, 32.9% have N2 nursing ability level, 80.0% clinical nurses, and 31.1% working in emergency and criti-cal care units. The “authentic leadership” construct comprises (1)leader self-awareness, (2)internalized moral perspective, (3)balanced processing, and (4)relational transparency. All of the four constructs in authentic leadership: leader self-awareness, internalized moral perspective, balanced processing, and rela-tional transparency, have significantly different impacts on the occupational en-vironment feelings of nursing staff. Three constructs in authentic leadership: leader self-awareness, internalized moral perspective, and relational transparency, have significantly different impacts on the job satisfaction of nursing staff. Only the construct of internalized moral perspective has significant impact on the occupational fatigue, while only the construct of leader self-awareness has significant impact on the turnover intention. In the five constructs (factors) of occupational environment feelings, only “management and leadership” has significant impact on the turnover intention. In the eight constructs (factors) of job satisfaction, “extrinsic reward”, “interre-lationship’’ and "professional opportunity" have significantly different impacts on the turnover intention. The three constructs (factors) of occupational fatigue has significantly different impacts on the turnover intention. Conclusion: As a result, this study not only shows the level of authenticity of the nursing administrators, but also explores how much authenticity leadership and four constructs (leader self-awareness, internalized moral perspective, balanced pro-cessing, and relational transparency) impact on the occupational environment feelings, job satisfaction, occupational fatigue and turnover intention of the nurse staff. This study also reports the effects of basic attributes of nurse staff on the occupational environment feelings, job satisfaction, occupational fatigue and turnover intention. The results of this study can provide the reference or experience to the nursing administrators for management, provide the teaching guidelines of training nursing administrators and to improve the occupational environment in the future.

Answering to recent calls in literature to reconsider the necessity of morality in the concept of authentic leadership, the purpose of this work was to empirically evaluate the role of morality inside the construct. To do so, a survey experiment was created that examines the effects of the two concepts of authenticity and morality on perceived leader effectiveness. Most importantly the results of the experiment have shown that there is an insignificant difference between inauthentic but moral leaders and authentic but immoral leaders in perceived leader effectiveness. Ultimately, the findings suggest that immoral leaders should not be generally excluded from authentic leadership constructs and that the concept should be subject to further investigation.
Respondendo às recentes chamadas na literatura de reconsiderar a necesidade de moralidade no conceito de liderança autêntica, o objetivo deste trabalho é o de empiricamente avaliar o papel da moralidade dentro do conceito. Para tal, foi criado um questionário experimental no qual foram examinados os efeitos que os dois conceitos de autenticidade e moralidade têm na perceção de efetividade de um líder. Prioritariamente os resultados mostram que há uma diferença insignificante entre líderes inautênticos mas moralmente corretos e líderes autênticos mas imorais na perceção de efetividade de um líder. Os resultados sugerem que líderes imorais, por norma, não devem ser excluídos do conceito de liderança autêntica e este conceito deve ser um tópico para investigacões futuras.

As the world changes, the types of threats and obstacles or dangers are also changing. The security organisations have to adapt this situation by not only supporting themselves with new technologies but also developing their competencies. In Turkey, one of the most significant actors operating to ensure public security is Turkish Gendarmerie Organization. Considering this context, the main objective of this study is to contribute an understanding of a more adequate, effective and efficient model of leadership to the literature for such a widespread organization, which is supposed to adapt in new, unexpected and continuously transforming challenges that organization faces. In this manner, the role of the leader in a widespread organization is what this study calls attention to. This research draws an outline by asking several questions as ‘‘is there difference of the understanding and implementation of authentic leadership between the security sectors and the non-security ones?’’, ‘‘is authentic leadership applicable to Turkish Gendarmerie Organisation as it is adapted to the contexts in civilian sectors?’’ and ‘‘how does authentic leadership have impact on improvement of the personnel?’’. The main standpoint of the research is to reveal if the authentic leadership model, a new leadership model developed in recent decades, is applicable and beneficial for Turkish Gendarmerie Organization. In order to examine this objective, authentic leadership model is analysed according to its basic dimensions; relational transparency, balanced processing of information, his/her ethical moral standards, and also the leader’s self-awareness in addition to other major leadership models have been utilized in such widespread organizations so far. In this research both qualitative and quantitative methodological approaches are used in order to investigate the authentic leadership with these four dimensions abovementioned, and the notions of this models’ implementation. By utilizing the data obtained from the qualitative and quantitative methods, interrelated and interactive relationships of the followers and leader are aimed to be studied.This research presents the empirical results of a survey determining the Authentic Leadership (with its concepts; Transparency, Ethical/Moral and Self-awareness) and its impacts on both leaders and followers investigating creativity, organisational identification, leader-member exchange (LMX) and emergence of potential capabilities. The sample used in the analysis (N=171) was taken from Turkish Gendarmerie Organisation members, both in active duty and retired. The results of the study indicate that Transparency is related with the perception of commanders regarding personnel’s creativity (CPLP). Furthermore, with its all concepts, AL has a positive relationship with the role of leaders in stimulating follower’s creativity (RLSFC). Moreover, the effects of the leader on subordinates’ abilities (EAPLE) are related to Self-awareness. One of the important point is that Ethical/Moral concept of the AL determines the Organisational Identification (OI). The results also identify the positive relationship between LMX and the two concepts of AL, Ethical/Moral and Self-awareness. Overall this research gives a contribution for the Leadership literature and for the understanding of authentic leadership in widespread organizations.
À medida que o mundo muda, o tipo de ameaças e obstáculos também mudam. As organizações de segurança têm que se adaptar a esta situação apoiando-se não só nas novas tecnologias mas também desenvolvendo as suas competências. Na Turquia, um dos principais protagonistas a actuar para assegurar a segurança pública é a Organização da Gendarmaria Turca. Considerando este contexto, o principal objectivo deste estudo é o de contribuir para o entendimento de um modelo de liderança mais adequado, eficaz e eficiente para a leitura de uma organização tão vasta, que é suposto adaptar-se em novos e inesperados desafios, em contínua tranformação, enfrentados pela organização. Desta forma, o papel de um líder numa vasta organização é o facto para qual o estudo chama a atenção. Esta pesquisa desenha um esquema ao colocar diversas questões como “existe diferença no entendimento e implementação de uma verdadeira liderança entre os sectores de segurança e os de não segurança?”, “É a verdadeira liderança aplicável à Organização da Gendarmeria Turca tal como o é adaptada ao contexto dos sectores civis?” e “como deve a verdadeira liderança ter impacto na melhoria do pessoal?”. O principal ponto de vista da pesquisa é o de revelar se o modelo de verdadeira liderança, um novo modelo de liderança desenvolvido nas décadas recentes, é aplicável e benéfico para a Organização da Gendarmeria Turca. De forma a poder examinar este objectivo, o modelo de verdadeira liderança é analisado de acordo com as suas dimensões básicas; transparência relacional, processamento de informação equilibrado, os padrões morais e éticos deles/as, e também a auto-consciencialização do líder a juntar a outros modelos de liderança superior utilizados neste tipo de vastas organizações até ao momento. Nesta pesquisa, tanto qualitativa como quantitativa, foram usadas abordagens metodológicas para investigar a verdadeira liderança com estas quatro dimensões acima mencionadas, e as noções de implementação destes modelos. A utilização dos dados obtidos através destes métodos qualitativos e quantitativos, tem como objectivo estudar as relações interrelacionais e interactivas entre os seguidores e líder. Esta pesquisa apresenta os resultados empíricos de uma pesquisa que determina a Verdadeira Liderança (com os seus conceitos: Transparência, Ética/Moral e Auto-Consciencialização) e os seus impactos tanto no líderes como nos seguidores investigando a criatividade, a identificação organizacional, o intercâmbio líder-membro (LMX) e a emergência de capacidades potenciais. A amostra utilizada na análise (N=171) foi retirada dos membros da Organização da Gendarmeria Turca, tanto os que estão em serviço activo como retirados. Os resultados do estudo indicam que a Transparência está relacionada com a percepção dos comandantes no que diz respeito à criatividade do pessoal (CPLP). Adicionalmente, com todos os seus conceitos, AL tem uma relação positiva com o papel dos líderes na estimulação da criatividade do pessoal (RLSFC). Mais ainda, os efeitos do líder nas capacidades dos subordinados (EAPLE) está relacionado com a Auto- Consciencialização. Um dos pontos importantes é que o conceito Ética/Moral do AL determina a Identificação Organizacional (OI). Os resultados também identificam a relação positiva entre LMX e os dois conceitos de AL, Ética/Moral e Auto-Consciencialização. De uma forma geral, a pesquisa dá uma contribuição para a leitura da Liderança e para o entendimento da verdadeira liderança em organizações vastas.

A research report submitted to the Faculty of Commerce, Law and Management, University of the Witwatersrand, in partial fulfilment of the requirements for the degree of Master of Management in Business and Executive Coaching Wits Business School, Johannesburg February 2017
Self-awareness is the most critical attribute in the development of authentic leaders, as a leader’s true self is lived out in the workplace through their thoughts, actions and body language (Gardner, Avolio, Luthans, May, & Walumba, 2005). Specific coaching aimed at feedback interpretation and behavioural modelling is highly effective in developing self-awareness (Luthan & Suzanne, 2003). The focus of the research was to determine whether self-awareness is important for effective leaders and to explore the enhancers and obstacles in the development of self-awareness. A qualitative approach was followed, whereby 16 future leaders who were part of a leadership development programme, that included executive coaching, were interviewed through semi-structured interviews, and their responses thematically analysed, resulting in 14 themes related to self-awareness being identified. A key finding was that these future leaders embraced the traits of authentic leaders, focused on their people in particular, and confirmed that self-awareness is critical to effective leadership. Another key finding was that these future leaders developed skills to regulate their behaviour, as they became conscious of how their life’s journey and their thoughts and feelings shape their actions and behaviour in the workplace. The significant obstacles to self-awareness development identified were conditioned upbringing, processing and dealing with feedback, and feelings for introverts. The significant enhancers to self-awareness development identified were tough upbringing, self-determination, life’s set-backs, spouse and family, storytelling, coaching, reading, spirituality, and religion. The implications for those who experienced obstacles to self-awareness development are that they took longer to develop their self-awareness than others on the same programme. The implications for those who experienced enhancers to self-awareness development are that these future leaders developed their self-awareness before the programme, outside of the programme and after the leadership development programme. It is recommended that before an assessment is done on self-awareness and a self-awareness development intervention such as coaching is undertaken, a leader undergoes a readiness assessment to develop self-awareness. This readiness assessment should identify and deal with any potential obstacles, and harness existing enhancers to the development of self-awareness. A leader could discuss their 360-degree assessment as well as their readiness assessment with their coach. The trusting relationship between leader and coach could assist the leader process and deal with any negative feedback. The coach in turn can assist the leader to interpret these assessments and set goals to develop the leader’s self-awareness. This research provides young future leaders with a reference to reflect on their inner-selves and their impact on others through their self-awareness.
MT2017

How does authentic leadership influence subordinate outcomes? It depends on whom you ask. Using Walumbwa, Avolio, Gardner, Wernsing, and Peterson’s (2008) theory-based measure of authentic leadership, this dissertation research advances the authentic leadership literature by: 1) examining relations between managers’ self-reported and subordinates’ ratings of authentic leadership and subordinate outcomes; 2) testing the theoretical proposition that more authentic leaders are inherently more ethical both in the values they subscribe to and in their behavior when compared to less authentic leaders; and 3) examining the mediating mechanisms that account for relations between authentic leadership and subordinate outcomes. Using a field sample of 188 managers and 75 subordinates, results revealed that subordinates and their managers do not see eye to eye in their perceptions of managers’ authentic leadership as the correlation between their ratings was only marginally significant. General support was found for the notion that more authentic leaders subscribe more to self-transcendent values and less to self-enhancement values when compared to less authentic leaders; they also engage in more ethical decision making. Furthermore, results showed that authentic leadership is associated with a broad range of subordinate outcomes, including leader-member exchange, affective organizational commitment, organizational citizenship behavior, and job performance. However, these relations were found only within source. Mediation analyses revealed that subordinates’ trust in their manager partially mediated the relation between subordinate-rated authentic leadership and subordinates’ perceptions of the quality of their relationship with their manager (LMX). Mediation analyses also revealed that subordinates’ trust in their manager and their sense of psychological empowerment each mediated relations between subordinate-rated authentic leadership and subordinates’ affective organizational commitment. In addition, managers’ self-reported empowering leader behavior mediated the relation between managers’ self-rated authentic leadership and their ratings of their subordinates’ organizational citizenship behavior. Implications for research and practice are discussed.

碩士
淡江大學
企業管理學系碩士在職專班
104
Encountered with fierce competition and cost constraints, the financial industry in Taiwan has realized the importance of market orientation, and begun to develop multiple marketing channels so as to approach the potential customers. In particular, the channel of telemarketing has made a lot of contribution to the profits for financial firms. As the leadership of telemarketing team managers may have influence on telemarketing personnel’s performance, the purpose of this study is to examine the influence of authentic leadership on leader-member exchange (LMX) and task performance as well as the mediating effect of LMX between authentic leadership and task performance. We collected 328 copies of effective questionnaires from telemarketing personnel working in the financial institutions and then conducted subsequent analyses. The results of hierarchical regression analysis showed that authentic leadership had positive effects on LMX and task performance. LMX was also found positively associated with task performance. In addition, the relationship between authentic leadership and task performance was mediated by LMX. Both theoretical and practical implications are discussed.

Dissertação de Mestrado apresentada no ISPA – Instituto Universitário para obtenção de grau de Mestre na especialidade em Psicologia Social e das Organizações
O presente estudo teve como objetivo não só verificar o impacto da liderança autêntica no desempenho da equipa, mas também explorar o efeito mediador do flourishing nessa relação. A amostra é constituída por 33 equipas de enfermagem hospitalar, compostas por 139 participantes com idades compreendidas entre os 22 e os 64 anos (M=35.49, DP=8.97), sendo que 71.9% dos participantes são do género feminino. A avaliação da liderança autêntica foi realizada através do questionário de liderança autêntica (ALQ), instrumento desenvolvido e validado por Walumbwa, Avolio, Gardner, Wernsing, e Peterson (2008). O Desempenho foi avaliado com recurso a parte do questionário de eficácia de equipas desenvolvido por Vicente, Soares Rodrigues, e D’Oliveira (2014). Finalmente o flourishing foi medido através da flourishing Scale adaptada para a população portuguesa por Junça Silva e Caetano (2011). Os resultados sugerem que não existe uma relação significativa entre a liderança autêntica e o desempenho. A hipótese de mediação desta relação através do flourishing também não foi suportada.
ABSTRACT: The purpose of this study was not only to verify the impact of authentic Leadership on team performance, but also to explore the mediating effect of flourishing in this relationship. The sample consisted of 33 nursing teams (N = 139 participants), their age ranged between 22 and 64 years old (M=35.49, DP=8.97), and 71.9% were female. Authentic leadership was assessed using the authentic leadership questionnaire (ALQ), an instrument developed and validated by Walumbwa, Avolio, Gardner, Wernsing, & Peterson (2008). Performance was evaluated using part of the team effectiveness questionnaire developed by Vicente, Soares Rodrigues, and D'Oliveira (2014). Finally flourishing was measured through the flourishing Scale adapted for the Portuguese population by Junça Silva and Caetano (2011). The results suggest that there is no significant relationship between authentic leadership and performance. The hypothesis of mediation of this relationship through flourishing was also not supported.

碩士
銘傳大學
管理學院高階經理碩士學程
106
In this article, we examined the relationship between authoritarian leadership and feedback seeking behavior. Unlike the previous leadership theory, authentic leadership does not focus on leader’s control ability or their behaviors, and Leaders advance on the basis of their own values. Authentic leadership is a kind of leadership style derived from positive psychological ability. This study examined the relationships between authentic leadership and feedback seeking behavior. We tested psychological capital and leader-member exchanges (LMX) as a mediating of the relationship between authentic leadership feedback seeking behavior. Based on a sample of 175 supervisor-subordinate matched data from Taiwanese financial Consultants’ and supervisors. We used regression analysis to test our hypotheses. Results showed that authentic leadership was positively related to feedback seeking behavior, and psychological capital mediated the relationship between authentic leadership and feedback seeking behavior. In addition, it also shows that LMX as a mediator of the relation between authentic leadership and feedback seeking behavior. But LMX contributed negatively to feedback seeking behavior. Some academic and managerial implications were discussed.

碩士
國立東華大學
企業管理學系
99
Previous literature suggested that job demand affects intrinsic motivation and fatigue. When employees have controllable work resources and social supports, job demand is less likely to result in their fatigue and more likely to enhance their intrinsic motivation. Previous studies tended to use personal factors as the moderators between job demand and outcome variables. However, this study considers that leadership style and the interaction between leaders and followers can also influence the level of fatigue and intrinsic motivation, and moderate the relationship between job demand and intrinsic motivation as well as fatigue. The study extends the research of job demand from Yperen & Hagedoorn (2003), and we would like to investigate whether managers’ leadership behaviors and their relationship quality with followers can effectively lower employees’ work fatigue and enhance work motivation. Therefore, the present study chooses job demand, authentic leadership theory, and leader-membership exchange theory (LMX) as the independent variables. The primary objective of this study is to examine the influences of job demand on intrinsic motivation and fatigue. Furthermore, this study also test the direct effects and moderating effects of authentic leadership and leader-membership exchange in this process. The study used questionnaire survey to collect data, and selected the employees working in Sinyi Realty as the research sample. The researcher visited branch stores of Sinyi Realty in Taipei city and Taipei County, distributing 5 to 10 questionnaires for each store. A total of 526 questionnaires were distributed, and 426 questionnaires were returned. We obtained 388 valid employees’ questionnaires from 70 stores, yielding a 73.76% response rate. By using the method of hierarchical linear modeling (HLM), this study finds that: (1) job demand has a positive effect on intrinsic motivation, but this effect is only marginally significant; (2) job demand has a positive effect on fatigue; (3) authentic leadership and LMX have a positive effect on intrinsic motivation, and have a negative effect on fatigue; (4) authentic leadership and LMX do not moderate the relationship between job demand and intrinsic motivation, and the relationship between job demand and fatigue. According to the findings of this study, appropriate job demand can enhance employees’ intrinsic motivation; however, it also intensifies employees’ fatigue. The contribution of this study is that we find authentic leadership can inspire employees by emotional transmission. Meanwhile, as employees perceive leaders’ authentic behaviors, they can build trust, and lower feelings of work fatigue, and enhance the work enthusiasm. High quality LMX relationship can help leaders and employees build relationships like partners and family. They can create more extra-role behaviors and offer mutual help. Therefore, LMX quality can directly influence employees’ work conditions, enhance intrinsic motivation, and lower work fatigue. These findings suggest that leadership behaviors and leader-member exchange can play important roles to change the levels of employees’ work fatigue and intrinsic motivation in workplace.

碩士
國立彰化師範大學
人力資源管理研究所
106
As enterprises continuing to pursue sustainable development, it is necessary to continuously carry out reforms. The same is true for medical institutions. When medical institutions face organizational changes, the medical industry is a highly specialized industry. The employees in the institutions are highly professional and well-divided, such as: physicians, nurses, pharmacists, medical examiners, and radiologists, etc., in the face of changes in medical institutions, managers lead through sincere leadership behavior, so that employees have confidence, believe that the vision of the manager's plan and accept the core of communication Values, willingness to enhance organizational change. The subject of this study are uses the staff of a medical institution as object to study how the organization's employees' commitment to organizational change is influenced by sincere leadership behavior when the organization faces an important change in the organization. The study found that in the face of organizational changes in medical institutions (1) There is a positive relationship between sincere leadership and commitment to organizational change; (2) authentic leadership and employees have a positive relationship with the trust of the supervisor (3) employee commitment to supervisor trust and employee organization change have a positive relationship. (4) Employees' trust in supervisors has a mediating effect on the relationship between honest leaders and employees' commitment to organizational change(5) Formalization and organizational identification of the regulatory effect. This study suggests that when an organization is faced with changes, it is very important for employees to trust their leaders. Therefore, leaders must use their sincere leadership behavior to generate trust for employees, and use two-way communication to increase their willingness to provide commitment to organizational change.

碩士
淡江大學
企業管理學系碩士在職專班
106
In recent years, the integrity of corporate leaders has been continuously decreasing and has made the public feel disappointed, such as the scandal of Enron, Arthur Andersen, Tyco CEO Moss Roskilde, Yongfeng Bank, etc. These negative news indicate that business leaders disregard “honesty”, which in turn not only damages corporate image but also causes loss and business failures, what is more serious is this phenomenon result in economic damage. Therefore, sincere leadership has been an important topic. This study intends to utilize the theory of balance, also known as "POX theory," to discuss whether there are balanced relationships in terms of sincere leadership, the quality of relationship between supervisors and employees, and the behavior of employees. The questionnaires were mainly targeted at colleagues in the financial industry. The main source of samples was to conveniently obtain samples . The distribution period was from January 14 to March 5, 2017. A total of 263 valid questionnaires were collected. The following are the results and analysis of the study: 1.The positive and negative attitudes toward the relationship between employees and supervisors are: “Supervisors’ sincere leadership” has a significant impact on the “employees’ behavior of giving an advice to organization”. 2.When employees present positive and negative attitudes toward methods of the sincere leadership established by their supervisors, then: “The quality of relationship between supervisors and employees” has a significant impact on the “employees’ behavior of giving an advice to organization”. 3.Employees’ behavior of giving an advice to organization is considerably affected by the quality of relationship, followed by honesty.

Intern interior designer leadership skills, expected by practitioners in Canada, were explored in this thesis to identify implications for interior designer education. Employment of a 16 question quantitative, online survey, examined National Council of Interior Design Qualification (NCIDQ) certified practitioners beliefs about intern leadership skills. A majority of the 116 participants agreed a leader skill set, that includes authentic and design leadership skills, is valuable for interns to have in practice. Six authentic leadership skills: self-improvement, self-monitoring, goal-commitment, openness, positivity, and composure alongside four design leadership skills: adaptability, professional, building-relationships and collaborative rank as the top ten skills. Respondent practitioners also hold post-secondary interior design educators, interior designers, and interns most accountable for leadership education. Recommendations for interior designer education include increasing authentic leadership development opportunities and practitioner involvement. Further, unification of leadership perceptions and consistent leadership language, along the full interior designer education path, is encouraged for programmatic success.
October 2016

博士
長榮大學
經營管理研究所
104
Because the shortage of nursing professionals has been an ongoing crisis in many countries for the past decade, every effort must be expended to create healthy work environments for nurses. The social identity perspective has been applied to provide an integrative conceptual focus for social psychologists interested in group phenomena. By reviewing previous theoretical relationships, this study examined how the social identity perspective contributes toward a deeper understanding of the relationships among authentic leadership, leader group prototypicality, personal psychological ownership, organizational commitment, and intention to leave. This study specifically focused on the hospital industry, involving a study sample of paired nurses and nurse leaders from six hospitals in Southern Taiwan. A purposeful sampling method was adopted, and 343 nurses’ data and 33 unit leaders’ data were collected. This study used HLM and SEM methods to test the hypotheses. The crucial findings of this study were the multiple indirect influences of authentic leadership on intention to leave. Serial mediation analysis revealed a significant association between authentic leadership and organizational commitment via 2 (serial) mediators, leader group prototypicality and personal psychological ownership. Moreover, organizational commitment mediates the relationship between psychological ownership and intention to leave. Practical implications and recommendations for future research are discussed.