Abstract
The recent theoretical advances in positive organisational variables like authentic leadership and collective psychological capital (PsyCap) provide the credo to test the possible moderating effect of collective psychological capital in the form of team PsyCap. The purpose of this study is to test a model linking authentic leadership with employee cynicism, tolerance to workplace incivility and job search behaviour at the group level. A sample of 331 employees (45 teams) from the hospitality industry in the Arab Middle Eastern context was utilised (Jordan). The findings indicated that authentic leadership was significantly related to the aforementioned variables; and team psychological capital moderated the relationship between authentic leadership and tolerance to workplace incivility. Implications for practice and theory are discussed.
Highlights
The importance of authentic approaches to leadership has recently emerged in both the research and practice literature (Avolio, Gardner, Walumbwa, Luthans, & May, 2004; Gardner, Avolio, Luthans, May, & Walumbwa, 2005; Laschinger, Borgogni, Consiglio, & Read, 2015; Leroy, Anseel, Gardner, & Sels, 2015; Walumbwa, Luthans, Avey, & Oke, 2011)
The current study drew on insights from multiple streams of research to test the effect of authentic leadership and team psychological capital (PsyCap) on the following negative employee behaviours: cynicism, tolerance to workplace incivility, and job search behaviour in the hospitality industry in Jordan, an Arabic middle-eastern context
This study was motivated by a desire to understand the moderating role of team PsyCap on the relationship between authentic leadership and employee cynicism, tolerance to workplace incivility, and job search behaviours
Summary
The importance of authentic approaches to leadership has recently emerged in both the research and practice literature (Avolio, Gardner, Walumbwa, Luthans, & May, 2004; Gardner, Avolio, Luthans, May, & Walumbwa, 2005; Laschinger, Borgogni, Consiglio, & Read, 2015; Leroy, Anseel, Gardner, & Sels, 2015; Walumbwa, Luthans, Avey, & Oke, 2011). Due to an apparent degradation in the quality of the overall moral fabric of contemporary leadership (Avolio & Mhatre, 2011) a new kind of leadership is required that puts values and authenticity at its core (George, 2003); and with a refocus on a positive approach towards psychological resources, authentic leadership has emerged as a positive leadership style to address these issues (Avolio & Mhatre, 2011).
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
