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Anwar, Aizza, Ghulam Abid, and Ali Waqas. "Authentic Leadership and Creativity: Moderated Meditation Model of Resilience and Hope in the Health Sector." European Journal of Investigation in Health, Psychology and Education 10, no. 1 (July 17, 2019): 18–29. http://dx.doi.org/10.3390/ejihpe10010003.
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Authentic leaders are recognized as self-aware individuals who act according to their values and beliefs in the organization. Most of the studies have acknowledged the positive impact of authentic leaders on followers. However, the characteristics of an authentic leader, such as making decisions according to his/her own belief system, might negatively affect the followers. The current study aims to investigate the relationship of authenthic leadership/leaders (AL) and creativity through the mediating role of resilience. In this study, data were collected from 172 nurses working at public hospitals using a three-wave, time-lagged study design. The findings show that authentic leadership significantly predicts hope among employees. A hopeful individual positively reflects creativity in the workplace and also mediates the relationship between authentic leadership and creativity at workplace. These results report that authentic leadership impacts hope in a positive manner; thereby, increasing the level of creativity of nurses at the workplace. The study also highlights that if a resilient nurse is supervised by an authentic leader, it decreases hope and eventually creativity at work. The paper elaborates theoretical and practical implications for the health care sector along with limitations and direction for future research.
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Dramićanin, Sandra, Snežana Mihajlov, and Nebojša Pavlović. "Authentic leadership: Women leaders in Serbia." Bizinfo Blace 11, no. 2 (2020): 33–45. http://dx.doi.org/10.5937/bizinfo2002033d.
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Authentic leaders are people who are aware of themselves and own capabilities, who respect other people's opinions, perspectives and attitudes (about business and them as leaders), who are guided by high moral principles and practice transparency in business and communication with other employees. The aim of this research is to show are the women leaders in Serbia belong to the authentic type of leader and which of the characteristics of the authentic leader is the most common among them. In the research 113 women leaders from various activities from the territory of the Republic of Serbia participated. Of the total number of respondents, 31 results show an authentic leadership style, while only 3 results show a strong authentic style. Self-awareness is a dimension that stands out in relation to the other three and characterizes the largest number of women leaders. Further analysis showed that the greatest leadership potential in terms of authentic leadership has women who deal with services, have between 36-45 years and 10-15 years of work experience in the business in which they are engaged and have Bachelor's degree. The society in Serbia is such that it prefers male leaders, the goal of this research is to show that women are excellent leaders based on their characteristics and to have the predisposition to become great authentic leaders.
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Zia-ur Rehman, Muhammad, Atiqa Shahbaz, and Noor Hassan. "Due Economy is Based on Authenticity? Authentic Leader’s Personality and Employees’ Voice Behaviour." Global Economics Review III, no. II (December 30, 2018): 43–54. http://dx.doi.org/10.31703/ger.2018(iii-ii).05.
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The study examines the impact of authentic leader’s personality on employee voice behavior through a quantitative study. The results, from a sample of 200 subordinate–supervisor dyads from a healthcare organization in Pakistan, provide evidence of a positive relationship for leader authentic personality with direct reports’ ratings of the leaders’ authentic leadership. In addition, authentic leadership was found to influence subordinates’ voice behavior, as rated by subordinates’ immediate supervisors; notably, this relationship was partially mediated by the subordinates’ perceptions of OBSE. Furthermore, leader authentic personality was indirectly related to subordinates’ voice behaviour through the mediating influence of authentic leadership and, in turn, subordinates’ perceptions of Organization-based selfesteem. The findings of this study will make management understand the linkage of an authentic leader’s personality and employee voice behavior.
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Hattke, Fabian, and Judith Hattke. "Lead by example? The dissemination of ethical values through authentic leader inspiration." International Journal of Public Leadership 15, no. 4 (October 31, 2019): 224–37. http://dx.doi.org/10.1108/ijpl-06-2019-0034.
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Purpose The purpose of this paper is to propose that leaders who promote ethical values authentically will be more effective in inspiring followers to behave ethically than inauthentic leaders. It further hypothesizes that authentic ethical inspiration by leaders will transform followers’ prosocial motivation so that they internalize their leader’s values and act accordingly. Design/methodology/approach The study tests this moderated-mediation model based on survey data from 741 officers in the Federal Armed Forces Germany who are leaders and follower simultaneously. Findings Leader authenticity moderates the relationship between leader ethical influence and follower ethical behaviors. The effect is significant and substantial. Leader ethical influence has a significant, yet marginal effect on follower prosocial motivation, which, in turn, strongly relates to follower ethical behaviors. Research limitations/implications Although leader authenticity is a value in itself, it says little about the contents of leaders’ ethical values. Thus, future research should not confound authentic leadership with ethical leadership. Prosocial motivation is a comparatively stable characteristic of individuals, which is rather resilient against leader influence. Practical implications “Softer” means of leader influence are effective in the coercive context of public command-and-control organizations. By cascading down the hierarchy, ethical values disseminate throughout the organization. The study draws these conclusions within the limitations of a cross-sectional analysis. Originality/value This study is the first to investigate the moderating role of perceived leader authenticity in the relationship between leader ethical inspiration and follower ethical behaviors.
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Crawford, Joseph A., Sarah Dawkins, Angela Martin, and Gemma Lewis. "Putting the leader back into authentic leadership: Reconceptualising and rethinking leaders." Australian Journal of Management 45, no. 1 (April 10, 2019): 114–33. http://dx.doi.org/10.1177/0312896219836460.
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Increasingly poor and unethical decision-making on the part of leaders across the globe, such as the recent Australian Cricket Ball Tampering Scandal, pose a significant challenge for society and for organisations. Authentic leadership development is one strategy that has been positioned as an antidote to unethical leadership behaviours. However, despite growing interest in authentic leadership, the construct still embodies several criticisms including conceptual clarity; leader-centricity; bias towards the person, not the leader; philosophical ambiguity; and demographic challenges. Each of these criticisms will be explored in depth to inform a reconceptualisation of the authentic leader construct, comprising indicators of awareness, sincerity, balanced processing, positive moral perspective and informal influence. Importantly, this revised conceptualisation considers how researchers can conceptually distinguish between authentic leaders, followers and individuals. To conclude, we propose a research agenda for authentic leaders, encouraging the pursuit of further construct clarity, including the development of rigorous authentic leader behaviour measures, expanding the psychometric profile of the authentic leader construct, increasing the focus on authentic followers and enhancing leader development programmes.JEL Classification: M12
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Wright, Robin. "It’s messy being authentic – lessons learned on the road to becoming an authentic leader." Strategic HR Review 14, no. 3 (June 8, 2015): 79–84. http://dx.doi.org/10.1108/shr-03-2015-0024.
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Purpose This is an exploration of authentic leadership of which there are as many forms as there are leaders. By stripping away professional and embracing a willing to be vulnerable and truthful, individuals can eventually find the core gift that they have to offer as a leader. Design/methodology/approach This is a personal story of one executive’s journey to becoming an authentic leader – shaped by both quiet personal experiences and headline-shaping world events. Findings Embracing one’s own vulnerability is an essential part in the journey to become an authentic leader. Authentic leaders see vulnerability not as a weakness, but as a necessary ingredient for innovation, creativity and change. The author sees the following as four important aspects of authentic leadership: the value of multiple perspectives, balance of EQ and IQ, development of internal honesty and external trust and the ability to commit to action. Research limitations/implications This is a personal journey with a sample size of one, so the conclusions are experiential and anecdotal in nature. Practical implications Companies and those in leadership positions need to examine ways that they can both formally and informally model and mentor both established and future leaders in discovering their own authentic leadership style. Originality/value For companies to be success with a modern workforce, old models of leadership need to be shed, and authentic leadership needs to become the norm. This means change for both established and rising leaders.
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Winbaktianur, Winbaktianur, and Sutono Sutono. "KEPEMIMPINAN OTENTIK DALAM ORGANISASI." Al-Qalb : Jurnal Psikologi Islam 10, no. 1 (October 3, 2019): 71–78. http://dx.doi.org/10.15548/alqalb.v10i1.830.
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The purpose of this study is to explain the concept of authentic leadership. Authentic leadership includes something that has growing rapidly in the last two decades, and it is interesting to discuss. Authentic leadership as a pattern of leader behavior that utilizes and enhances positive psychological capacity and a positive ethical climate, to foster greater self-awareness, internalized moral perspective, balanced information processing, and relational transparency from leaders who work with followers, encourage positive self-development. In its implementation authentic leadership is a leader who is able to be honest with himself and followers. Authentic leaders must be aware of themselves and be able to foster self-awareness of their employees to work optimally in the organization.
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Nyberg, Daniel, and Stefan Sveningsson. "Paradoxes of authentic leadership: Leader identity struggles." Leadership 10, no. 4 (March 13, 2014): 437–55. http://dx.doi.org/10.1177/1742715013504425.
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Using in-depth interview material, this article explores the socially constructed and locally mediated nature of authentic leadership. The findings illustrate an irony of authentic leadership: while leaders claim that it is their true and natural selves that make them good leaders; simultaneously, they must restrain their claimed authenticity in order to be perceived as good leaders. This generates tensions that undermine the construction of a more stable and coherent leader identity. The study finds that in order to resolve these tensions, the managers develop metaphorical selves—Mother Teresa, messiah and coach—as a way of trying to accommodate conflicting identity claims while remaining true to the idea of themselves as authentic leaders exercising good leadership. These findings contribute to a constructed, situational and contested notion of leadership by showing how authenticity is an existential project of ‘essentialising’ fragmented and conflicting selves.
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Mingyuan, Lu, and Li Geng. "A Study on the Effects of Authentic Leadership on Psychological Capital and Knowledge Sharing in China Association for NGO Cooperation." Acta Oeconomica 65, s2 (December 2015): 115–29. http://dx.doi.org/10.1556/032.65.2015.s2.9.
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Regardless of public sectors, private enterprises, or non-profit organizations, breach of good faith and violation of regulation are emerging endlessly in past years. A genuine and honest leader is a key success factor in maintaining organizational running. Authentic leadership is regarded as the foundation of business success. An authentic leader applies positive morality and has the highmorality and value behaviors and languages be the paradigm. It is considered in this study that a non-profit organization could effectively affect the first-line administrators and organizational volunteers, through a leader’s authentic leadership style, transform the degree of psychological capital and knowledge sharing intention and further enhance the operating performance of the non-profit organization. The leaders and administrators in China Association for NGO Cooperation, as the research samples, are distributed the questionnaires, and 428 valid copies are retrieved, with the retrieval rate 71%. The research results are summarized as following. 1. Authentic leadership shows significant correlations with psychological capital. 2. Psychological capital reveals remarkable correlations with knowledge sharing. 3. Authentic leadership presents notable correlations with knowledge sharing. 4. Psychological capital appears mediating effects on the relation between authentic leadership and knowledge sharing. This study intends to discuss whether authentic leaders in non-profit organizations could enhance the employees willing to actively share knowledge through psychological capital, provide reference opinions for the practical operation of non-profit organizations, and propose suggestions for possible directions.
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Shannon, Mark R., Maurice Buford, Bruce E. Winston, and James Andy Wood. "Trigger events and crucibles in authentic leaders' development." Journal of Management Development 39, no. 3 (March 16, 2020): 324–33. http://dx.doi.org/10.1108/jmd-02-2019-0039.
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PurposeThe purpose of this study is to examine the role of trigger events and leadership crucibles in the lives of authentic leaders. The study was based on two theories: authentic leadership theory and born versus made theory.Design/methodology/approachParticipants were included in the study if they scored between 64 and 80 on the Authentic Leadership Questionnaire (ALQ). The qualified leaders were then asked to participate in a qualitative interview utilizing an interview guide born out of the relevant literature. The interview followed the guidelines of the Critical Incident Technique (CIT).FindingsThe data indicated that trigger events and leadership crucibles play a significant role in authentic leadership development.Practical implicationsPractitioners should emphasize the prominent themes of self-awareness, relational transparency, balanced processing and moral perspective and the connection with other themes that emerged from the current study when developing or training leaders. Furthermore, practitioners concerned with creating an authentic leadership culture may consider the findings of the current study to develop and employ hiring and promotion strategies that increase the probabilities of hiring and promoting leaders that exhibit authentic leadership behaviors.Originality/valueThe findings of the research indicate that trigger events and crucibles both affect authentic leadership development. The research findings confirm characteristics associated with authentic leadership theory were predominant in the participants. However, one theme that prevailed was that of spirituality, which may or may not be considered to be part of an authentic leader's moral perspective
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Downing, Megan. "Authentic Classroom Leaders: The Student Perspective." Journal of Leadership Education 15, no. 1 (January 1, 2016): 178–80. http://dx.doi.org/10.12806/v15/i1/i2.
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Bae, Seongho. "Which item measure the authentic leadership of the entry level leaders in military appropriately?" Journal of Advances in Military Studies 2, no. 1 (May 10, 2019): 37–55. http://dx.doi.org/10.37944/jams.v2i1.41.
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The research trials of high precision measurement of authentic leadership is not active, and haven’t knowledge for reliability and coverage range of authentic leadership questionnaires when want to make high stakes personnel decisions in military settings. This study presented five questionnaires to measure authentic leadership appropriately based on military leader responded survey data. They were ALQ8, ALQ12, ALQ13, ALQ14, and ALQ16. In this study presented they could be discriminate leaders who low level of authentic leadership with reliability. Further tasks may discover and consider of bi-factor solution of factor structure of authentic leadership questionnaire, and flourish discussions how to use authentic leadership questionnaire to make decisions in context of military leader resource management.
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Atwijuka, Sylivia, and Cam Caldwell. "Authentic leadership and the ethic of care." Journal of Management Development 36, no. 8 (September 11, 2017): 1040–51. http://dx.doi.org/10.1108/jmd-12-2016-0331.
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Purpose The purpose of this paper is to describe the relationship between authentic leadership and the ethic of care (EoC) and to propose that leadership is characterized by the commitment of others that is represented by EoC’s moral perspective. Design/methodology/approach This paper is a conceptual paper that compares authentic leadership characteristics with the moral and ethical elements of EoC. Findings This paper proposes that authentic leadership is closely tied to the commitment of others which characterizes the leader’s moral responsibility and shows how EoC fits with 11 other ethical perspectives in enabling leaders to serve others Originality/value The contribution of this paper lies on its focus on the importance of EoC as a guiding moral perspective in the actions of authentic leaders. Although authentic leadership has been written about extensively, very little has been written to link authentic leadership with the EoC.
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Shirey, Maria R. "Authentic Leaders Creating Healthy Work Environments for Nursing Practice." American Journal of Critical Care 15, no. 3 (May 1, 2006): 256–67. http://dx.doi.org/10.4037/ajcc2006.15.3.256.
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Implementation of authentic leadership can affect not only the nursing workforce and the profession but the healthcare delivery system and society as a whole. Creating a healthy work environment for nursing practice is crucial to maintain an adequate nursing workforce; the stressful nature of the profession often leads to burnout, disability, and high absenteeism and ultimately contributes to the escalating shortage of nurses. Leaders play a pivotal role in retention of nurses by shaping the healthcare practice environment to produce quality outcomes for staff nurses and patients. Few guidelines are available, however, for creating and sustaining the critical elements of a healthy work environment. In 2005, the American Association of Critical-Care Nurses released a landmark publication specifying 6 standards (skilled communication, true collaboration, effective decision making, appropriate staffing, meaningful recognition, and authentic leadership) necessary to establish and sustain healthy work environments in healthcare. Authentic leadership was described as the “glue” needed to hold together a healthy work environment. Now, the roles and relationships of authentic leaders in the healthy work environment are clarified as follows: An expanded definition of authentic leadership and its attributes (eg, genuineness, trustworthiness, reliability, compassion, and believability) is presented. Mechanisms by which authentic leaders can create healthy work environments for practice (eg, engaging employees in the work environment to promote positive behaviors) are described. A practical guide on how to become an authentic leader is advanced. A research agenda to advance the study of authentic leadership in nursing practice through collaboration between nursing and business is proposed.
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Xu, Bao-Da, Shu-Kuan Zhao, Ci-Rong Li, and Chen-Ju Lin. "Authentic leadership and employee creativity: testing the multilevel mediation model." Leadership & Organization Development Journal 38, no. 3 (May 2, 2017): 482–98. http://dx.doi.org/10.1108/lodj-09-2015-0194.
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Purpose The purpose of this paper is to test a multilevel framework to further explicate how team leaders’ authentic leadership is related to their followers’ individual creativity. Design/methodology/approach This study is based on a questionnaire survey/analysis of analyses of multisource and lagged data from 63 team leaders and 428 followers in Taiwan. Findings The findings demonstrated that leader-member exchange (LMX) and team psychological safe climate mediated the positive relationship of authentic leadership on followers thriving at work. Furthermore, employee thriving at work sequentially mediated the positive relationship between authentic leadership and employee creativity. The author also found that indirect relationship of LMX with employee creativity through thriving at work was stronger when authentic leadership was higher. Originality/value The authors contribute to the existing understanding that authentic leadership relates to individual creativity through three multilevel mechanisms: leaders modeling their authenticity to develop and maintain their dyad-level exchange relationships with their followers (LMX), motivating the team, captured by team-level psychological safe climate and its members, reflected by employee-level thriving at work, and facilitating the relationship between LMX and employee thriving at work.
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Procknow, Greg, Tonette S. Rocco, and Sunny L. Munn. "(Dis)Ableing Notions of Authentic Leadership Through the Lens of Critical Disability Theory." Advances in Developing Human Resources 19, no. 4 (September 4, 2017): 362–77. http://dx.doi.org/10.1177/1523422317728732.
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The Problem Persons with disabilities (PWD) are regarded as “the Other” and are sequestered from “normative” society because of their “Otherness.” “Othering” results in discrimination and the systemic preclusion of PWD. Ableism is the belief that being without a disability, impairment, or chronic illness is the norm. The notion that people without disabilities are the norm and are inherently superior is accepted without critique by those that advocate for authentic leadership. This privileges ableism and furthers the “Othering” of PWD within a leadership style intended to promote self-awareness, beliefs and ethics, and interpersonal relationships. The Solution The disabled experience and differently abled voice must be restored through relationally “being” with others and authentic dialogue. What is needed is a shift from the deficit model of authentic leadership to a social paradigm of authentic leadership, welcoming of bodily and psychic difference. This will better enable both leaders and employees to craft an authentic profile in the workplace. The Stakeholders Leaders and those who seek to become leaders following an authentic leadership approach can benefit from a better understanding of how their ingrained belief systems impact those that they lead who are both “able-bodied” and “disabled.” Human resource development (HRD) practitioners and leadership development practitioners can use this information to deconstruct and reconstruct leadership development opportunities to be inclusive as an authentic leader.
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Cook, Sarah Gibbard. "Women Succeed as Authentic Leaders on Campus." Women in Higher Education 22, no. 12 (December 2013): 1–2. http://dx.doi.org/10.1002/whe.10530.
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Sims, Cynthia Mignonne, and Lonnie R. Morris. "Are women business owners authentic servant leaders?" Gender in Management: An International Journal 33, no. 5 (July 2, 2018): 405–27. http://dx.doi.org/10.1108/gm-01-2018-0003.
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Stewart, Daniel, Amy Klemm Verbos, Carolyn Birmingham, Stephanie L. Black, and Joseph Scott Gladstone. "Being Native American in business: Culture, identity, and authentic leadership in modern American Indian enterprises." Leadership 13, no. 5 (April 28, 2017): 549–70. http://dx.doi.org/10.1177/1742715016634182.
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Tribally owned American Indian enterprises provide a unique cross-cultural setting for emerging Native American business leaders. This article examines the manner in which American Indian leaders negotiate the boundaries between their indigenous organizations and the nonindigenous communities in which they do business. Through a series of qualitative interviews, we find that American Indian business leaders fall back on a strong sense of “self,” which allows them to maintain effective leadership across boundaries. This is highly consistent with theories of authentic leadership. Furthermore, we find that leaders define self through their collective identity, which is heavily influenced by tribal affiliation and tribal culture. We add to the literature on authentic leadership by showing the role that culture and collective identity have in creating leader authenticity within the indigenous community.
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Akther, Shahin. "An Exploratory Study on Authentic Leadership Concept in Fostering Training Effectiveness in Commercial Banks of Bangladesh." Journal of Economics, Trade and Marketing Management 2, no. 4 (September 7, 2020): p1. http://dx.doi.org/10.22158/jetmm.v2n4p1.
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To train an organization’s staff results in qualified and knowledgeable performers and make them organizational assets by generating excellent leadership in the long run. A bank manager or leader understand the training gap of an employee and do the assessment according to the training need. Therefore, it is vital to pinpoint the training needs and ensure training effectiveness more than contemporary leadership behaviour of bank managers and trainers also. This study was conducted in the banks of Bangladesh to examine employee’s perception of the authentic leadership style of bank managers or senior officials, to evaluate the relationship between leaders (bank managers) & followers (bank employees) and relationship between authentic leadership style & training effectiveness. This is an exploratory research using qualitative approach with a sample size of 69 employees from commercial banks of Bangladesh. The study found that an authentic leaders or managers are more concern about training budget and training transfer than generic leaders.
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CIOCÎRLAN, Doinița. "Authentic Management and Emotionally Intelligent Leaders versus Conjectural Management and Conjectural Leaders." MANAGEMENT AND ECONOMICS REVIEW 3, no. 1 (June 15, 2018): 27–38. http://dx.doi.org/10.24818/mer/2018.06-03.
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Kapasi, Isla, Katherine J. C. Sang, and Rafal Sitko. "Gender, authentic leadership and identity: analysis of women leaders’ autobiographies." Gender in Management: An International Journal 31, no. 5/6 (July 4, 2016): 339–58. http://dx.doi.org/10.1108/gm-06-2015-0058.
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Purpose Leadership theories have moved from viewing leadership as an innate trait, towards models that recognise leadership as a social construction. Alongside this theorisation, gender and leadership remain of considerable interest, particularly given the under-representation of women in leadership positions. Methodological approaches to understanding leadership have begun to embrace innovative methods, such as historical analyses. This paper aims to understand how high profile women leaders construct a gendered leadership identity, with particular reference to authentic leadership. Design/methodology/approach Thematic analysis of autobiographies, a form of identity work, of four women leaders from business and politics: Sheryl Sandberg, Karren Brady, Hillary Clinton and Julia Gillard. Findings Analyses reveal that these women construct gender and leadership along familiar normative lines; for example, the emphasis on personal and familial values. However, their stories differ in that the normative extends to include close examination of the body and a sense of responsibility to other women. Overall, media representations of these “authentic” leaders conform to social constructions of gender. Thus, in the case of authentic leadership, a theory presented as gender neutral, the authenticity of leadership has to some extent been crafted by the media rather than the leader. Originality/value The study reveals that despite attempts to “craft” and control the image of the authentic self for consumption by followers, gendered media representations of individuals and leadership remain. Thus, alternative approaches to crafting an authentic leadership self which extend beyond (mainstream) media is suggested.
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Fox, Corey, Phillip Davis, and Melissa Baucus. "Corporate social responsibility during unprecedented crises: the role of authentic leadership and business model flexibility." Management Decision 58, no. 10 (October 12, 2020): 2213–33. http://dx.doi.org/10.1108/md-08-2020-1073.
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PurposeThe purpose of the present research is to explore the relationships between corporate social responsibility (CSR), authentic leadership and business model flexibility during times of unprecedented crises.Design/methodology/approachThe research approach in this study is conceptual. After a brief review of the literature associated with CSR, authentic leadership and business models, the authors introduce a model describing the interaction of authentic leadership and business model flexibility on CSR heterogeneity.FindingsThis research explains how firms that are led by authentic leaders and that have flexible business models will be more engaged with their stakeholders than firms with less authentic leaders or more rigid business models during unprecedented crises.Practical implicationsPrescriptions for practitioners are suggested for improving authentic leadership as well as making adaptations to the firm's business model. Regarding authentic leadership, firms can screen potential new hires and existing employees for authentic leadership qualities. Firms can also rely upon existing interventions shown to assist in authentic leadership development for current leaders. At the business model level, firms can focus on core resources and their application in related product and service markets.Originality/valueFirms engaged in CSR activities benefit more from those activities when leaders are authentic. However, in times of unprecedented crises, business model flexibility may also dictate the extent to which firms can satisfy their stakeholders. The authors introduce a conceptual model that takes the elements of authentic leadership and business model flexibility into account to explain CSR heterogeneity.
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de Zilwa, Deanna. "The strengths and capacities of Authentic Followership." Leadership & Organization Development Journal 37, no. 3 (May 3, 2016): 310–24. http://dx.doi.org/10.1108/lodj-01-2014-0010.
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Purpose – Exploring a new conceptual framework for authentic followership (AF) comprised of three components: individual, dyadic and organisational. The purpose of this paper is to explain how the components of AF interact as a positive, non-linear feedback loop. It presents three propositions of positive outcomes arising from AF. First, AF builds follower’s strengths and capacities. Second, AF strengthens dyadic relationships between followers and leaders. Third, AF deepens and strengthens positive organisational culture thereby improving organisational performance. It discusses the practical significance of these propositions for followers, leaders and firms. Design/methodology/approach – The paper provides an overview of AF. Then three propositions of positive outcomes arising from AF are presented. It identifies how these propositions could benefit followers, leaders and firms. In conclusion, it offers suggestions for future research directions and notes some limitations of this work. Findings – The key finding of this paper is that AF could potentially strengthen the capacities and performance of followers, leaders and organisations if the propositions presented in this work are correct – if the three components of AF interact with each other as a positive feedback loop strengthening and reinforcing each component of AF. To establish the validity of the AF model and the three propositions the paper suggests that investigations in different empirical settings are undertaken: SME’s and multinational corporations, in different countries under different market conditions, with followers and leaders of different gender, age, education level, roles and tenure of employment. Originality/value – The paper’s core contention that the components of AF interact as a positive feedback loop has significant practical implications – beneficial outcomes for followers, leaders and firms. P1 explains how AF enables followers to gain confidence, maturity and create solid foundations from which to thrive and flourish. P2 explains how dyadic relationships between followers and leaders could be strengthened, deepening trust and respect between each party, thereby enhancing leadership effectiveness. P3 explains how the dynamic processes of AF can strengthen and deepen positive organisational culture and enhance organisational performance.
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Jensen, Susan M., and Fred Luthans. "Entrepreneurs as authentic leaders: impact on employees' attitudes." Leadership & Organization Development Journal 27, no. 8 (December 2006): 646–66. http://dx.doi.org/10.1108/01437730610709273.
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Semedo, Ana Suzete, Arnaldo Coelho, and Neuza Ribeiro. "The relationship between authentic leaders and employees’ creativity." International Journal of Workplace Health Management 11, no. 2 (April 3, 2018): 58–73. http://dx.doi.org/10.1108/ijwhm-06-2017-0048.
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Purpose The purpose of this paper is to investigate how authentic leadership (AL) predicts creativity both directly and through the mediating role of affective commitment (AC) and job resourcefulness (JR). Design/methodology/approach Data collected from a questionnaire administered to a sample of 543 employees have been analyzed. The model was tested using structural equation modeling. Findings The findings show that AL predicts AC, JR and creativity. The findings also show that AC and JR predict creativity. In other words, leaders’ authenticity increases employees’ creative spirit and, thus, employees’ ability to overcome obstacles and meet challenges at work and their emotional bond play an important role (mediators) in this relationship. Practical implications The results of this study are conclusive and contribute to a better understanding of AL and its implication for employees’ emotional bond, their ability to overcome obstacles and their ability to introduce new and useful ideas. This study provides evidence that organizations should focus on training leaders with authentic characteristics. Originality/value This study considers both AC and JR as mediators of the relationship between AL and creativity. Therefore, the originality of this study lies in the integration of these four concepts in a single study to provide a model that depicts the chain of effects between AL, AC, JR and an employee’s creativity.
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Smilan, Cathy, and Kathy Marzilli Miraglia. "Art Teachers as Leaders of Authentic Art Integration." Art Education 62, no. 6 (November 2009): 39–45. http://dx.doi.org/10.1080/00043125.2009.11519044.
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Zhang, Zhenzhen, Qiaozhuan Liang, and Jie Li. "Understanding managerial response to employee voice: a social persuasion perspective." International Journal of Manpower 41, no. 3 (November 27, 2019): 273–88. http://dx.doi.org/10.1108/ijm-05-2018-0156.
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Purpose Research about the benefit of voice to organizations generally assumes that leaders acknowledge or act upon employees’ ideas when they are voiced, but is it always the case? Drawing on social persuasion theory, the purpose of this paper is to explore what factors shape the effectiveness of employee voice by integrating message, receiver and source characteristics of employee voice into one theoretical model. Specifically, this paper investigates the influence of different types of voice on leader receptivity, and further examines whether the effectiveness of employee voice might be contingent on authentic leadership and employee expertise. Design/methodology/approach Data were collected from 353 matched employee–supervisor pairs in a two-phase field study. Hierarchical regression analyses were conducted to examine the relationships among the study variables. Findings Results indicate that leaders respond more receptively to promotive voice than prohibitive voice. Furthermore, leader receptivity is contingent on authentic leadership and employee expertise. The relationship between promotive voice and leader receptivity is more pronounced when employee expertise or authentic leadership is high rather than low; the relationship between prohibitive voice and leader receptivity is significant only when authentic leadership or employee expertise is high. Originality/value This research offers a more holistic explanation for understanding the effectiveness of voice behavior. Specifically, these findings emphasize the important role of voice content in determining managerial response, and underscore the value of receiver and source characteristics in shaping the relationship between voice and leader receptivity.
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Beddoes-Jones, Fiona, and Stephen Swailes. "Authentic leadership: development of a new three pillar model." Strategic HR Review 14, no. 3 (June 8, 2015): 94–99. http://dx.doi.org/10.1108/shr-04-2015-0032.
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Purpose This paper aims to summarise a new model of authentic leadership derived from research with senior leaders in the UK. Design/methodology/approach The model was developed and tested using three independent samples: 140 business leaders, 54 senior military officers with 390 independent raters and 303 business leaders. Findings A 15-item, self-report, three-component measure of authentic leadership was obtained from testing across samples. The three components measure an individual’s capacity for self-awareness, self-regulation and ethical behaviour. Originality/value The paper contributes to the authentic leadership literature through the creation of a short authentic leadership scale that could be used in leadership research and which simplifies and unifies previous conceptualisations of authentic leadership. The three-pillar model offers guidance to HR practitioners looking to design leadership development interventions.
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Khilji, Shaista E., Brian Keilson, Farah Yasmine Shakir, and Binod Krishna Shrestha. "Self, follower, organization and the context – a cross cultural view of authentic leadership." South Asian Journal of Global Business Research 4, no. 1 (March 2, 2015): 2–26. http://dx.doi.org/10.1108/sajgbr-12-2014-0084.
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Purpose – Scholars have argued that it is important to investigate how authentic leadership is manifested in different cultures (Avolio et al., 2005; Gardiner, 2011; Shamir and Eilam, 2005). Hence the purpose of this paper is to capture a cross-cultural view of authentic leadership, using a sample of South Asian leaders. Design/methodology/approach – Because of a dearth of qualitative empirical evidence, the authors adopted a “life story” approach to collect data. A total of 14 leaders from India, Nepal, Pakistan and Sri Lanka were interviewed to share their leadership experiences. Findings – Findings indicate that the concept of authentic leadership is culturally relevant. It emerged as a multi-dimensional construct constituting self-concept, follower development, organizational outcomes and culture (Meacham, 2007), and contextual knowledge. The authors propose a cross-cultural model of authentic leadership. Research limitations/implications – Research limitations include researchers’ possible biases in design of data and an assumption that leaders interviewed were authentic. Despite these limitations, the study provides valuable insights about authentic leadership to strengthen its theoretical foundation. Social implications – Organizational and social problems in South Asian are often attributed to a leadership deficit (Khan, 2014; Khilji, 2013; National Post, 2014; Sardesai, 2013). This study provides evidence of transformative authentic leaders in South Asia who are engaged with their and followers’ authentic growth, and are building authentic cultures for positive organizational outcomes. Originality/value – The value of the present research is in providing qualitative empirical evidence from South Asia, and proposing a cross-cultural model of authentic leadership.
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Fladerer, Martin Paul, and Susanne Helena Braun. "When and Why Do Leaders Feel Authentic? Investigating Antecedents of Leaders’ Felt Authenticity." Academy of Management Proceedings 2018, no. 1 (August 2018): 10341. http://dx.doi.org/10.5465/ambpp.2018.10341abstract.
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Procknow, Greg, and Tonette S. Rocco. "Contesting “Authenticity” in Authentic Leadership through a Mad Studies Lens." Human Resource Development Review 20, no. 3 (June 2, 2021): 345–73. http://dx.doi.org/10.1177/15344843211020571.
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A Mad Studies/social model of mental distress lens was used to critique authentic leadership. We deconstructed the dilemma of authenticity and leadership by exploring how authentic leadership (dis)allows the inclusion of people with mental illness. We found that their minds are treated as disruptive and rarely ever read as authentic. For followers to view “mentally ill” leaders as authentic requires candidness, disability disclosure, and emulating norms typical to their ingroup membership. We conclude this paper by challenging HRD to rethink its stance on disruptive leadership as symptomatic of mental illness. Employees with mental health marginality can develop an authentic identity in the workplace through authenticity building experiences such as connecting mad leaders to peer-support training, offering specialized leadership development, and co-producing a mental health awareness curriculum that challenges unhealthy workplace discourses that stigmatize mad leaders and workers.
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Apriani, Fajar, and Dini Zulfiani. "Women’s Leadership in Southeast Asia: Examining the Authentic Leadership Implementation Potency." Policy & Governance Review 4, no. 2 (May 17, 2020): 116. http://dx.doi.org/10.30589/pgr.v4i2.275.
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Rapid economic growth in Asia has helped reduce gender inequality in several countries, especially those in Southeast Asia. This has led, among many other things, to the fact that women have higher opportunities to become leaders. Yet, in Southeast Asia the biggest challenge that remains is the tendency of “untrained” women in public leadership. Then the birth of women needs to get strategic support from the current system of leadership culture, that good life for women is the main pillar of women’s leadership requirements. This paper discusses the opportunities present for preparing Southeast Asian women to become future leaders from a number of authentic leader characteristics that they have. By using the content analysis method, the preliminary findings of this study is the existence of better gender relations, accompanied by the resilience and pragmatism of today’s location communities, bringing Southeast Asian women to a promising future leadership role. A number of characteristics of authentic leaders that have become the basis of women’s identity are actually the main capital to be prepared further through a number of educational efforts, assistance and training in order to increase knowledge, insight, organizational skills and self- confidence. Next, women leaders must be made. Women’s willingness and ability to adapt and develop stronger skills in the areas of emotional intelligence, empowerment, and power of influence place them in a strong position to use these advantages to propel them forward in leadership roles. Southeast Asian countries, especially those with a low human development index, have to begin to open up the need for a state led by women leaders who have the potential to represent a number of authentic leadership criteria to respond to the crisis of public confidence in the country’s leadership.
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Sims, Cynthia Mignonne, Tao Gong, and Claretha Hughes. "Linking leader and gender identities to authentic leadership in small businesses." Gender in Management: An International Journal 32, no. 5 (July 3, 2017): 318–29. http://dx.doi.org/10.1108/gm-06-2016-0121.
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PurposeWomen are starting businesses at unprecedented rates, yet little is known about the leadership of small business owners. Establishing new ventures may allow women to use their full abilities and benefit from a more level playing field. Business owners have the unique opportunity to lead and define their businesses based on their authentic selves, values and goals; therefore, they are more likely to be authentic leaders. Women in nontraditional industries may be challenged because the owner’s characteristics do not match those of the industry. When the enactment of one identity interferes with another identity, identity interference (II) occurs. Relational authenticity and role incongruity suggests that women founders must uniquely resolve II and find synergy among their gender and leader identities if they are to extend the boundaries of what it means to be a woman and an industry’s business leader. This research aims to determine whether gender and leader II was an antecedent or link to authentic leadership (AL). Design/methodology/approachStudy participants were from 63 businesses in the USA states of California, Ohio and Maryland. Three leader models were established to determine whether owner gender functioned as a moderator: all genders (n = 155), women only (n = 75) and men only (n = 65). The individual owners and their employees were the units of analysis and structural equation modeling was used. FindingsThe findings revealed that II was an antecedent to AL, owners were AL and owner gender moderated AL and II. Research limitations/implicationsThis study supports (Kernis, 2003; Gardner et al., 2005) the proposition that identity congruence is necessary for AL; the less interference found between gender and leader identities, the more authentic the leader. II functioned as an antecedent to AL. Moreover when the AL self’s subscales were examined relative to II, the components that were active varied dramatically based on leader gender. This suggests that addressing II and resolving the incongruence between what it mean to be a woman (or a man) and a leader contributes to the development of AL. Additionally, the AL boundary condition of relational authenticity was supported by this study; leader gender was related to the different amounts of AL (Eagly, 2005; Kernis, 2003). Support was found that AL was a dynamic process between leaders and employees. When authentic leadership questionnaire (ALQ) self (leader) and rater (employee) were compared, there was a significant amount of consistency between these ratings. For the all genders leader model, when ALQ self’s subscale was analyzed relative to the employees’ ratings, the leaders’ relational transparency was found to be active. The women only leader model revealed that AL was activated through internalized moral perspective suggesting they were able to tap into the hearts and minds of their employees. For the men only leaders, no relationship was revealed between ALQ self’s subcomponents and employee AL ratings. Relational authenticity suggests that this may be due to employees rating men owners more based on the experience and perceptions of men leaders in general and not these business owners in particular. Practical implicationsLeadership development professionals should address how II may help women examine who they are, how they work with others, and their values; decrease leader II by providing insight on how to manage potentially conflicting roles through examples of synergistic behaviors and benefits; and, build upon women owners’ ability to connect with their followers by sharing their goals and aspirations. Men owners may benefit by ensuring their employees know their business’ unique value proposition. Originality/valueThis research sought to link the identities of leader and gender to AL in the context of small businesses. It builds upon the AL theory of Avolio et al., (2004) and Jensen and Luthans (2006) who advocated using AL to study small businesses. This study determined whether business owners experienced interference between their gender and leader identities; II hindered the formation of AL and was an antecedent to AL; and the owner’s gender led to more or less AL and thus determined if leader gender moderated AL. The support for studying leader gender comes from role incongruity (Eagly and Diekman, 2005) and relational authenticity (Eagly, 2005; Kernis, 2003) which suggests that differences in how employees perceive AL may be a function of the owner’s gender. Added support comes from Jensen and Luthans (2006); they asked future studies to examine AL to determine the mechanisms behind gender differences in small businesses. Such research provides insight on the development of AL in theory and practice.
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Petersen, Karl, and Carolyn M. Youssef-Morgan. "The “left side” of authentic leadership: contributions of climate and psychological capital." Leadership & Organization Development Journal 39, no. 3 (May 8, 2018): 436–52. http://dx.doi.org/10.1108/lodj-06-2017-0171.
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Purpose The purpose of this paper is to examine the individual and contextual antecedents of authentic leadership (AL) proposed in the authentic leadership development (ALD) theory. Design/methodology/approach Survey data were collected from 74 leaders from two Midwestern organizations. Surveys were used to collect AL, psychological capital (PsyCap), and psychological climate data. Hierarchical regression was used to analyze the data. Findings Results support PsyCap, and to a lesser extent psychological climate, as antecedents of AL. Organizations that desire to increase leader authenticity and realize its many favorable outcomes should emphasize the development of leaders’ PsyCap hope, efficacy, resilience, and optimism. Originality/value This was the first study to examine the antecedents of AL, which can be personal (PsyCap) or contextual (psychological climate).
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Tak, Jingyu, Jeongeun Seo, and Taewoo Roh. "The Influence of Authentic Leadership on Authentic Followership, Positive Psychological Capital, and Project Performance: Testing for the Mediation Effects." Sustainability 11, no. 21 (October 30, 2019): 6028. http://dx.doi.org/10.3390/su11216028.
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This study proposes that leaders and followers in university team projects should have authentic leadership (AL) themselves in order to improve the overall performance of the team project. While previous studies have focused mainly on achieving performance through AL on the firm level, this study endeavored to examine the relationship between university students who are expected to serve in an organization’s human resources department in the future and followers’ project performance (FPP). This study also considers both followers’ positive psychological capital (FPPC) and their authentic followership (AF), which can be affected by the degree of AL. In order to verify the hypotheses, we adopted a partial least square-structural equation model (PLS-SEM) with 175 samples of valid data from two universities in South Korea. Results showed that all four hypotheses, including the direct and indirect effects, were significantly corroborated. In compliance with these results, this study suggests that a leader’s AL should be a prerequisite to improve FPP. Furthermore, this study establishes the importance of FPPC through the fact that when a leader is authentic, FPPC and FPP can be cultivated. Having compared our findings with previous research, we predict that if students develop AL at university before becoming part of an organization, they will contribute to the performance of the university as well as to attaining the organization’s sustainable performance as a member.
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Ribeiro, Neuza, Ana Patrícia Duarte, Rita Filipe, and Rui Torres de Oliveira. "How Authentic Leadership Promotes Individual Creativity: The Mediating Role of Affective Commitment." Journal of Leadership & Organizational Studies 27, no. 2 (April 23, 2019): 189–202. http://dx.doi.org/10.1177/1548051819842796.
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This study sought to provide a more comprehensive understanding of how authentic leadership can affect employees’ individual creativity through affective commitment’s mediating role. The sample included 177 leader–follower dyads from 26 private, small- and medium-sized enterprises. Followers reported their levels of affective commitment and perceptions of authentic leadership, and leaders assessed each follower’s level of creativity. The results show that authentic leadership has a positive impact on affective commitment and creativity. Moreover, affective commitment fully mediates the relationship between perceived authentic leadership and individual creativity. Organizations can thus increase employees’ affective commitment and creativity by encouraging their managers to adopt more authentic leadership styles. Additional studies with larger samples are needed to determine more clearly not only authentic leadership’s influence on individual creativity but also other psychosocial and personal variables’ effects on that relationship.
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Shinde, Deepti. "THE IMPACT OF THE AUTHENTIC LEADERSHIP OF THE LEADERS ON THE SUBORDINATE WELLBEING: IN PETROLEUM INDUSTRY." International Journal of Engineering Technologies and Management Research 5, no. 11 (March 23, 2020): 49–60. http://dx.doi.org/10.29121/ijetmr.v5.i11.2018.317.
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A leader may try various approaches to lead and manage an organization that helps to formulate strategy, adopt the positive direction and motivation, and above all lead to subordinate wellbeing. In the current study, an attempt is made to study the impact of the authentic leadership of the leaders on the subordinate wellbeing. The current study adopted a survey method to test the hypotheses. Authentic Leadership was measured by a 16-item scale developed by Avolio, Gardner and Walumbwa (2007). General Wellbeing was measured by a 19-item scale developed by Dupuy (1970). The data were collected from a sample of 315 respondents from the organization of the Petroleum Industry. Statistical Package for the Social Sciences (SPSS) version 20 was used to assist both quantitative and qualitative data analysis and maintained the transparency and credibility of the research. The results revealed the significant correlation between the authentic leadership of the leaders and subordinate wellbeing in the Petroleum Industry.
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Anderson, Amanda J., Afra Saeed Ahmad, Eden B. King, and Veronica Gilrane. "Subtle and Overt Behaviors Toward Ethnic Minority Leaders and the Moderating Role of Competence." Journal of Leadership & Organizational Studies 26, no. 3 (July 3, 2019): 372–88. http://dx.doi.org/10.1177/1548051819859289.
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This study extends research on stereotypes and leadership to consider the subtle and overt behavioral responses to leaders from multiple ethnic backgrounds. Specifically, the study focuses on overt and subtle discrimination toward African American, Asian American, Middle Eastern American, and White male leaders. Results from an experiment measuring authentic reactions to leaders reveal that Asian American leaders were treated more negatively in comparison to White and Middle Eastern American leaders. Furthermore, individuating information about the leader’s competence marginally improved performance expectations of Middle Eastern American leaders compared with White and Asian leaders. However, African American leaders were treated less positively when information about competence was provided compared with when it was not. The findings suggest that the unique stereotypes of each ethnic group can affect the utility of providing individuating information about competence.
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Simbolon, Idauli, and Mori Agustina Br Perangin-angin. "Evaluation of Self-transformational and Authenticity Among Students in College of Nursing." Klabat Journal of Nursing 2, no. 1 (April 30, 2020): 1. http://dx.doi.org/10.37771/kjn.v2i1.416.
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ABSTRACT
Introduction: Authentic and Transformative leader are needed in nursing profession. This kind of leader is very important in creating healthy work environment in nursing practice. According to behavioral theory, leader can be made by learning some characteristics of previous successful leaders. Assuming this theory, authentic and transformative nursing leaders can be made. Therefore, nursing schools are responsible to produce such leader characters while they are in college. However, before employs certain strategies for the students it is better to evaluate their baseline authenticity and transformational traits first. So the aim of this study is to describe the authenticity and transformational characters of the freshman nursing students. The result will be benefit for nursing school to be used as a baseline in establishing certain strategies in the curriculum to maximize students’ authenticity and transformational characters to maximum level. Methods: The study using descriptive quantitative design with single point data collection by self-administered questionnaire that content 25 Authentic and Transformative behaviors. Sample of the study is freshman nursing students. Data is analyzed using SPPS with descriptive analysis. Results: The percentage of students who always practiced Authentic and Transformative characters is only 50,8 %. The highest percentage falls on character no.24 in which most of the students always use different stress management to reduce their stress (77,7%). Only five characters always performed 60%-77.7% and the rest 24 characters are below 60%. Conclusion: Most of the Authentic and &Transformational characters already practiced by freshman nursing students. However, the percentage of the students who practiced certain behaviors still low. It shows that there is still big room for improvement and developing those characters.
KEYWORDS
Authenticity; Evaluation; Transformational
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Raffo, Deana, and Ralph Williams. "Evaluating potential transformational leaders: weighing charisma vs. credibility." Strategy & Leadership 46, no. 6 (November 19, 2018): 28–34. http://dx.doi.org/10.1108/sl-12-2017-0130.
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Purpose The purpose of this paper is to explore credibility, as an alternative to charisma, as an important attribute of transformational and authentic leadership. 10; Design/methodology/approach This is a conceptual paper. From leadership literature, we discuss transformational leadership, authentic leadership, charisma, and credibility. The literature on leadership and credibility is limited, yet we provide relevant examples. Findings The authors conclude that credibility, rather than charisma, provides a more accessible and ethical framework to capture the essence of transformational and authentic leadership. Yet, charisma may enhance leadership. Practical recommendations are provided related to charisma and credibility. Practical implications Practical recommendations are given to help leaders think about charisma differently and consider credibility as a core attribute to embrace in leading others. 10; 10; Originality/value The literature on credibility and leadership is limited, but this topic is frequently discussed in business, politics, religion, media, etc.
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Dimovski, Vlado, Barbara Grah, Sandra Penger, and Judita Peterlin. "Authentic Leadership in Contemporary Slovenian Business Environment: Explanatory Case Study of HERMES SoftLab." Organizacija 43, no. 5 (September 1, 2010): 214–23. http://dx.doi.org/10.2478/v10051-010-0021-2.
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Authentic Leadership in Contemporary Slovenian Business Environment: Explanatory Case Study of HERMES SoftLabThe paper explores the authentic leadership in learning organization in Slovenian business environment. The purpose of the paper is to present relationship between authentic leadership and learning organization. Main research thesis is focused on characteristics of authentic leadership in company HERMES SoftLab. The main thesis of this paper is that authentic leadership in learning organization enables the growth of leaders in organizational surroundings through a constant dedication to authenticity and organizational learning that will be explored through the qualitative research method of case study research approach. Key research finding is that authentic leaders can be identified in company HERMES SoftLab and that there is a mutual influence between learning organization and authentic leadership. Therefore, the main research finding is that the learning organization leverages the authentic leadership, which in turn leverages the learning organization.
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Özkan, Semra, and Adnan Ceylan. "Multi-Level Analysis of Authentic Leadership from a Turkish Consruction Engineers Perspective." South East European Journal of Economics and Business 7, no. 2 (November 1, 2012): 101–14. http://dx.doi.org/10.2478/v10033-012-0018-2.
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Abstract Authentic leaders are leaders who when called upon by the hand of fate, will be the ones who take a stand that changes the course of history for others, be they organizations, departments or just other individuals (May, Chan, Hodges & Avolio, 2003). That’s the answer of why authentic leadership? In this study we explore authentic leadership in Turkey from a multilevel perspective. We used the authentic leadership measure developed by Walumbwa, Avolio, Gardner, Wernsing and Peterson in 2008. We also tested the generalizability and validity of the AL measure in a different cultural context.
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Smith, N. "Book Interview: Why workplace leaders need to be 'authentic'." Engineering & Technology 10, no. 12 (December 1, 2015): 92–93. http://dx.doi.org/10.1049/et.2016.1231.
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Bezzina, Christopher, and Giambattista Bufalino. "Nurturing Authentic Leadership for Teacher Leaders: The Challenges Ahead." Kappa Delta Pi Record 55, no. 1 (January 2, 2019): 18–23. http://dx.doi.org/10.1080/00228958.2019.1549434.
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Qu, Yuanmei Elly, Marie T. Dasborough, Mi Zhou, and Gergana Todorova. "Should Authentic Leaders Value Power? A Study of Leaders’ Values and Perceived Value Congruence." Journal of Business Ethics 156, no. 4 (July 6, 2017): 1027–44. http://dx.doi.org/10.1007/s10551-017-3617-0.
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Ribeiro, Neuza, Ana Patrícia Duarte, and Rita Filipe. "How authentic leadership promotes individual performance." International Journal of Productivity and Performance Management 67, no. 9 (November 19, 2018): 1585–607. http://dx.doi.org/10.1108/ijppm-11-2017-0318.
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Purpose The purpose of this paper is to provide a more comprehensive understanding of how authentic leadership (AL) can affect individual performance through creativity and organizational citizenship behavior (OCB)’s mediating roles. Design/methodology/approach The sample included 177 leader-follower dyads from 26 private and small and medium-sized organizations. Followers reported their perceptions of AL, and leaders assessed each follower’s level of creativity, individual performance and OCB. Findings The findings show that AL has a positive impact on OCB (i.e. altruism, sportsmanship, civic virtue, conscientiousness and courtesy), employee creativity, and individual performance. Creativity partially mediates the relationship between AL and individual performance. Some dimensions of OCB, namely, altruism, civic virtue and courtesy, also play a mediating role in this relationship. Research limitations/implications Additional studies with larger samples are needed to determine more clearly not only AL’s influence on individual performance but also other psychosocial variables affecting that relationship. Practical implications Organizations can increase employees’ creativity, OCB and individual performance by encouraging managers to adopt more AL styles. Originality/value This study is the first to integrate AL, creativity, OCB and individual performance into a single research model, thereby extending previous research. The study also used a double-source method to collect data (i.e. leader-follower dyads) to minimize the risk of introducing common-method variance.
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Al-Dhuwaihi, Adel, and Hajar Almohaisin. "Degree of practicing authentic leadership among public school leaders from the teachers’ viewpoint." Cypriot Journal of Educational Sciences 16, no. 3 (June 30, 2021): 1175–93. http://dx.doi.org/10.18844/cjes.v16i3.5838.
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This study aimed to determine the degree of practicing authentic leadership among public-school leaders from teachers’ viewpoint while also revealing whether statistically significant differences exist between the respondents’ means of the degree of authentic leadership practice due to number of years of service, specialization, and/or scholastic stage. A descriptive-analytical approach was adopted. The study population consisted of teachers. A stratified random sample of 351 female teachers was chosen. The questionnaire used consisted of four main axes that included the four authentic leadership elements: self-awareness, relational transparency, the internalized moral perspective, and balanced processing. The results indicated a high degree of the practice of the four dimensions of authentic leadership among the leaders as well as the presence of statistically significant differences between teachers’ mean responses about the degree of authentic leadership practice among the leaders of public-schools due to the number of years of service in favor of the teachers whose years of service ranged between 5 and 10 years as well as academic level in favor of intermediate school teachers. The researchers also offer several recommendations.
Keywords: Authentic leadership; school principals; practice leadership;
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Gardiner, Rita A. "Authentic Leadership Through an Ethical Prism." Advances in Developing Human Resources 19, no. 4 (September 6, 2017): 467–77. http://dx.doi.org/10.1177/1523422317728941.
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The Problem Authentic leadership (AL) focuses on enhancing the capabilities and capacities of leaders. Instead of focusing on the leader, this article considers the ethical challenges of fostering authenticity among employees. One such challenge is that marginalized groups may feel unable to be true to their values, a key premise of authentic leadership. To foster workplaces where marginalized groups feel able to be true to themselves, we must consider the cultural and structural barriers that can negatively affect people’s ability to express themselves in the workplace. Hence, when considering the merits of AL, it is important for human resource development (HRD) professionals to consider what occurs when employees do not fit institutional norms. The Solution Creating the conditions for a relational authentic approach to AL that allows authentic otherness to flourish is an important and complex ethical task, one that HRD scholars and practitioners are uniquely placed to encourage. The Stakeholders HRD scholars and practitioners interested in creating the conditions that encourage the flourishing of authentic otherness among employees.
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Brady, Laura Thompson, Lisa Fong, Kendra N. Waninger, and Steven Eidelman. "Perspectives on Leadership in Organizations Providing Services to People With Disabilities: An Exploratory Study." Intellectual and Developmental Disabilities 47, no. 5 (October 1, 2009): 358–72. http://dx.doi.org/10.1352/1934-9556-47.5.358.
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Abstract As leaders from the Baby Boomer generation prepare for retirement over the next decade, emerging leaders must be identified and supported in anticipation of a major organizational transition. Authentic leadership is a construct that informs the development of values-driven leaders who will bring organizations into the future, just as the previous generation of leaders oversaw the movement of services away from state institutions and into networks of community-based service delivery organizations. The purpose of this exploratory study was to examine executive and emerging leaders' opinions about the unique leadership values, skills, and challenges in organizations that serve individuals with intellectual and developmental disabilities. Themes of defining, developing, and sustaining leaders emerged from the data and are explored through an authentic leadership framework.