Authentic Leadership and Transformational Leadership: An Incremental Approach

Abstract

Authentic leadership and transformational leadership are significant predictors of job satisfaction. However, controversy abounds as authentic leadership faces intense scrutiny. Using data from a heterogeneous sample of 323 working adults, an exploratory factor analysis revealed 81% of the variance in nine first‐order factors to be explained by one component. Findings from a confirmatory factor analysis appeared to show a two‐factor model as a better fit than a one‐factor model, yet neither model met a generally accepted threshold for RMSEA. Multiple regression analysis generated modest levels of incremental validity for authentic leadership, above and beyond the effects of transformational leadership, in the prediction of intrinsic, extrinsic, and general job satisfaction. Additional multiple regression analyses involving first‐order factors revealed morals/ethics as a significant predictor of intrinsic job satisfaction, above and beyond the effects of individual consideration and inspirational motivation. Self‐awareness and balanced processing were found to be significant predictors of extrinsic job satisfaction, above and beyond the effects of individual consideration, attributed idealized influence, and intellectual stimulation. Lastly, balanced processing was found to be a significant predictor of general job satisfaction, above and beyond the effects of individual consideration, inspirational motivation, and intellectual stimulation. Further assessments regarding the unique nature of authentic leadership are recommended.