The influence of managerial innovative capabilities and authentic leadership on financial performance with organizational climate as a moderator in Indonesian public hospitals

This investigation is focused on the mediation effect of emotional intelligence on authentic leadership of school heads and organizational climate. This study covered the public schools in Magsaysay North and South Districts with 311 teacher respondents. This study used a descriptive correlation technique in a non-experimental design The statistical techniques employed were mean, Pearson r, and AMOS path analysis. Research instruments on emotional intelligence, authentic leadership of school heads, and organizational climate were examined and used as data sources. Findings indicated that the level of authentic leadership of school heads is high. Correspondingly, the level of organizational climate in the public schools of Magsaysay North and South Districts is described as high. Moreover, the level of emotional intelligence of school heads is described as very high. Subsequently, there is a significant relationship between the school heads’ authentic leadership and their emotional intelligence. There is a significant relationship between School Heads’ emotional intelligence and organizational climate. Distinctly, there is a significant relationship between School Heads’ authentic leadership and organizational climate. Conversely, the mediation effect of emotional intelligence on the relationship between authentic leadership and organizational climate was analyzed using path analysis. The data on the Path Analysis - paths authentic leadership (X), emotional intelligence (M), to organizational climate (Y); are both significant. The result of a full mediation analysis indicates that emotional intelligence fully mediates the relationship between authentic leadership and organizational climate.

BackgroundThis study aims to investigate the direct associations among workplace violence, organizational climate, authentic leadership, and physicians’ job satisfaction, as well as the indirect pathways through job burnout, with the aim of offering potential preventive strategies.MethodsThrough a purposive sampling method, a total of 408 questionnaires were distributed to physicians in six tertiary-level hospitals in Anhui Province, and 399 valid questionnaires were returned. Structural equation modeling was used to test the proposed model.ResultsAlthough workplace violence did not directly influence physicians’ job satisfaction, it indirectly reduced it by exacerbating burnout. A positive organizational climate was shown to enhance job satisfaction directly and indirectly by mitigating job burnout. Authentic leadership directly enhanced job satisfaction and indirectly alleviated burnout by optimizing the organizational climate. Authentic leadership also indirectly enhanced job satisfaction by improving the organizational climate and alleviating job burnout.ConclusionsThis study confirms that workplace violence, authentic leadership and organizational climate influence physicians’ job satisfaction through both direct and burnout-mediated indirect pathways. Interventions and programs promoting a positive work environment could potentially reduce job burnout and increase job satisfaction among Chinese physicians of tertiary hospitals.

BackgroundThis study aims to investigate the direct associations among perceived doctor-patient relationship, authentic leadership, organizational climate, and job burnout, as well as the indirect pathways through job satisfaction, with the aim of offering potential preventive strategies at the organizational level.MethodsA total of 399 physicians from six tertiary hospitals in Anhui Province were enrolled by purposive sampling method. Structural equation modeling was performed to examine the proposed model.ResultsThe average score of the participants' job burnout was 35.22 (SD: 12.14), and the burnout rate was found to be 55.7%. Perceived doctor-patient relationship, organizational climate directly influenced job burnout. Perceived doctor-patient relationship, authentic leadership and organizational climate also indirectly influenced burnout through job satisfaction.ConclusionsThe present study underscores the significant influence of the perceived doctor-patient relationship, authentic leadership and organizational climate in mitigating burnout, and further reveals that job satisfaction serves to alleviate burnout. It is crucial to emphasize the importance of both internal and external psychosocial and organizational environmental factors. Additionally, the study highlights the pivotal role of job satisfaction in influencing physician burnout.

To examine the influence of hospital culture and authentic leadership on the effects of quality improvement practices on patient satisfaction. Nurses in formal leadership roles shape and are shaped by organizational culture to achieve high performance standards to influence quality of care. Using structural equation modelling, we tested a model on quality improvement practices across three participant groups that differed based on authentic leadership and hospital culture. We used survey data from a cross-sectional study conducted in 2015 measuring nurse. Managers' perceptions of authentic leadership, implementation of quality improvement, and organizational culture in Canadian hospitals. 226 nurse managers participated. Our model estimations fit for the high-relational group and mixed group. Our model explained 50.7% and 39.5% variance in our outcome variable of patient satisfaction for the high-relational group and mixed group, respectively. Our model failed to fit the low-relational group. Authentic leadership and developmental/group hospital cultures improve quality management practices, quality of care and patient satisfaction. In organizations with low authentic leadership and hierarchical/rational cultures, strategies should target increasing authentic leadership and shifting to developmental cultures. Organizations with high authentic leadership and/or developmental/group cultures should target employee engagement, autonomy and teamwork. We examined how different combinations of authentic leadership and hospital culture influence the effects of quality management practices on quality improvement and patient satisfaction. Findings demonstrate that having both high authentic leadership and developmental or group hospital cultures are essential for quality improvement practices to enhance the quality of care and patient satisfaction. These organizations would benefit the most from systemic programs aimed at standardizing quality management practices as they have the culture and leadership to support these practices. For hospitals with hierarchical/rational cultures and/or low authentic leadership, enhancing hospital culture and leadership through leadership training and accreditation programs is critically needed. The College and Association of Registered Nurses of Alberta contributed to this study by facilitating data collection and supporting the conduct of the study through messaging to its members.

Purpose The main purpose of this study was to examine the effects of authentic leadership on employee prosocial motivation and firm innovativeness. Following previous academic literature, this research integrates social learning theory and authentic leadership theory. Design/methodology/approach Structural equation modeling was used with a sample of 263 employees from different Spanish companies. Questions related to authentic leadership and prosocial motivation were answered by human resource managers, while general managers gave their opinion on firm innovativeness. Findings The results show positive relationships between authentic leadership, employee prosocial motivation and firm innovativeness. Prosocial contexts are fostered by authentic leaders, while innovation can flourish in this organizational climate. Research limitations/implications The sample is heterogeneous and focuses on Spanish companies. Practical implications One of the conclusions of the study is that this type of leadership should be encouraged in organizations, as it creates a context that fosters positive behaviors among employees, improves the organizational climate, and, in turn, fosters innovation. Originality/value Literature on the influence of authentic leadership on innovation is scarce. This is one of the few studies that analyzes the effects of authentic leaders on innovation measured at the organizational level. Most previous research has focused on the innovative performance of individuals. In addition, this research sheds light on the mediating effect of prosocial motivation.

This research aims to examine and analyze the problem as the variable studied, according to the hypothesis being tested, namely: (1) There is a direct influence of the principal's authentic leadership on teacher performance, (2) There is a direct influence of teacher affective commitment on teacher performance, and ( 3) There is a direct influence of the principal's authentic leadership on teacher affective commitment. The research method is a quantitative method and was carried out on Islamic boarding school-based MAS teachers in South Tangerang City, a population of 133 teachers with a research sample of 53 teachers selected by random sampling. The results of this research show: First, there is a positive direct influence of the principal's authentic leadership on teacher performance obtained by the regression equation: = 94,050 + 0,899 X1 path coefficient (р31) = 0.636, so it can be concluded that there is a positive and significant direct influence of the principal's authentic leadership on teacher performance of 40,4%. Second, there is a positive direct influence of teacher affective commitment on teacher performance. The regression equation is obtained: = 105,930 +0,798 X2 of 35,0%, Third, there is a positive direct influence of the principal's authentic leadership on teachers' affective commitment with the regression equation: = 79,280 + 0,586 X1 path coefficient value (р21) = 0.504, it can be concluded that there is a positive and significant direct influence of the principal's authentic leadership on teachers' affective commitment of 25,4%. Based on the findings of this research, it can be used as useful information for teachers, in particular, and all related parties. As an effort to improve teacher performance through the authentic leadership of school principals and increasing better teacher affective commitment.

This study examines the influence of authentic, ethical, and transformational leadership on leadership effectiveness and employees’ trust in leaders in a project-based Indonesian state-owned enterprise. Data were collected from 90 employees of PT Wijaya Karya (Persero) Tbk — Division of Operations 5, Kalimantan. A quantitative causal design was applied using purposive sampling, and analysis was conducted with Partial Least Squares Structural Equation Modeling (PLS-SEM). Results reveal that ethical and transformational leadership positively and significantly affect leadership effectiveness, while authentic leadership does not. Ethical leadership also directly enhances trust in leaders, whereas authentic leadership, transformational leadership, and leadership effectiveness do not significantly affect trust. Mediation analysis shows that leadership effectiveness partially mediates the effects of ethical and transformational leadership on trust. The study provides theoretical contributions by clarifying the distinct roles of leadership styles, and practical implications for leadership development strategies in project-based organizations.

본 연구는 산업교육 강사의 진정성 리더십과 변화행동의 관계에서 자아개념의 매개 효과를 연구하였다. 이를 위해 진정성 리더십, 자아개념, 변화행동의 선행연구를 분석하였으며 선행연구를 토대로 변수들 간의 관계를 분석하였다. 진정성 리더십은 그 연구가 제한적이며 리더의 진정성 리더십이 구성원에게 미치는 영향에 관한 연구가 주로 이루어졌다. 선행연구를 검토한 결과 진정성 리더십이 구성원에게 미치는 영향만큼이나 리더 자신에게 긍정적으로 영향을 미치는 것으로 나타났는데, 이에 본 연구에서는 자신의 진정성 리더십이 스스로의 자아개념과 변화행동에 어떠한 영향을 미치는지 검증하려한다. 이를 위해 진정성 리더십과 관련된 선행논문 분석을 통해 연구모형과 가설을 설정하였다. 가설검증을 위해 연구의 모집단은 기업 임직원을 대상으로 강의를 진행하는 산업교육 강사로 선정하여 설문지 배포와 온라인 설문을 통해 수집된 152부의 설문지를 실증 분석하였다. 실증 분석결과 산업교육 강사의 진정성 리더십이 변화행동에 정(+)의 영향을 미치고, 자아개념에 정(+)의 영향을 미친 것으로 나타났다. 자아개념과 변화행동의 관계에서 하위요소인 자아탄력성은 변화행동에 정(+)의 영향을 미친 반면 자아존중감은 유의미한 영향을 미치지 못한 것으로 나타났다. 진정성 리더십과 변화행동 간의 관계에서 자아개념이 부분 매개하는 것으로 나타났다. 연구의 말미에 연구의 의의 및 향후 연구를 위한 제안을 제시하였다.The purpose of this study is to investigate the mediating effect of self-concept in the relationship between the leadership of the industrial education instructor and the change behavior. To do this, the precedent researches on authenticity leadership, self-concept, and change behavior is analyzed as well as the relationship between variables based on previous research. The research on authenticity leadership is limited and the effect of leader s authenticity leadership on members is mainly studied. The results of this study are as follows. Authenticity leadership affected on leader positively as much as the influence of leadership on the members. The purpose of this study is to examine how authenticity leadership affected on concept of ego and change behavior. In order to verify this, research model and hypotheses were established through analysis of prior thesis related to authenticity leadership. In order to verify the hypothesis, the research population was selected as an industrial education instructor who conducted lectures for corporate employees and analyzed 152 questionnaires collected through questionnaire distribution and online questionnaires. Empirical analysis showed that the authenticity leadership of the industrial education instructor had a positive influence on the change behavior and an influence on the concept of ego. In the relationship between concept of ego and change behavior, the sub-factor, ego-resilience showed positive(+) influence on change behavior, but ego-resilience itself did not affect positive influence. Concept of ego was partially mediated in the relationship between authenticity leadership and change behavior. Based on the results of the study, the significance of the study and suggestions for future research were presented.

This research is to determine the influence of organizational climate, authentic leadership and knowledge sharing on innovative work behavior of employees at the Human Resources Bureau of the Ministry of Finance. The research method used is a quantitative method, with a sample size of 170 respondents from a population of 297 employees. The data collection technique used in this research is distributing questionnaires, while data processing uses the SPSS 23 program. The analytical methods used include instrument testing, classical assumption testing, hypothesis testing and multiple linear regression testing. This research shows that organizational climate has a positive influence on innovative work behavior, authentic leadership has a positive influence on innovative work behavior and knowledge sharing has a positive influence on innovative work behavior. This research can pave the way for increasing employee readiness in facing global technological developments.

Aims: This study aims to determine the influence of authentic leadership style on employee performance through work engagement and citizenship behavior of employees as mediation. It examines the relationship between authentic leadership, work engagement, organizational citizenship behavior, and employee performance by creating a new model for the relationship between those variables and finding out whether the authentic leadership style applied in the work environment of Bank Pembangunan Daerah of West Kalimantan as a whole.
 Study Design: Explanatory Research.
 Place and Duration of Study: We conduct this research from July 2022 to December 2022 at PT. Bank Pembangunan Daerah of West Kalimantan (Bank Kalbar). We start by finding phenomena and problems, surveying the object related to the problems, making conceptual frameworks, interviews, and distributing questionnaires.
 Methodology: The form of research used is quantitative research. The method of collecting the data is by using a questionnaire which is responded to by 263 respondents with a targeted sampling technique. Using the structural equation model (SEM) on the AMOS 24 tool.
 Results: The results of this study indicate that authentic leadership has a positive and significant influence on employee performance, work engagement, and employee citizenship behavior. In addition, work engagement and citizen behavior play a mediating role that shows a positive and significant influence on employee performance.
 Conclusion: This study found that authentic leadership implemented within the scope of work in Bank Kalbar affects employee performance. Authentic leadership, owned by the leader, has the power to influence the performance of employees at Bank Kalbar. The level of work engagement and organizational citizenship behavior owned by Bank Kalbar employees strengthens the influence of authentic leadership on employee performance. However, not all leaders have a highly authentic leadership style.

Authentic leadership is an emerging construct which has attracted scholars and practitioners alike due to the felt need of ethical climate in organizations among rising corporate scandals. Though considerable attempts have been made to further refine the construct by undertaking validation studies in different cultures, no study has reported validation of authentic leadership questionnaire in the Pakistani context. This study offers new contributions towards the validation of the authentic leadership questionnaire from Pakistani context and reports the results of confirmatory factor analysis, reliability, and construct validity by analyzing responses from three independent nationally representative samples (n=580). Such need has been felt by many authors to provide the evidence of validity in other cultures like Asia. Using structural equation modeling through AMOS, this study concludes that the authentic leadership questionnaire is a valid and reliable construct in the Pakistani culture too. The model fit indices indicate that the second order model of authentic leadership is more robust and preferable than the first order model and the composite factor. Positive impact of authentic leadership on championing and partial mediation of management support and affective commitment to change between authentic leadership and championing indicate predictive validity of authentic leadership questionnaire. Implications, limitations, and future recommendations are discussed.

Purpose: The concept of a resilient workforce is of growing interest in a changing and economically challenging context. This study aimed to explore the role of authentic leadership and organisational climate as a model for resilience in the workplace. Method: A questionnaire survey assessed authentic leadership, organisational climate, and work stress / wellbeing in 747 staff working in health care. Findings: Findings showed that organisational climate and authentic leadership are predictive of work stress and wellbeing. Practical implications: It appears that the combined effects of organizational climate and authentic leadership might underpin an approach to building resilience in the workforce. Originality: The study brings together the constructs of authentic leadership and organisational climate as a positive psychology model underpinning stress and wellbeing in the workplace.

Transformational and authentic leadership are two models of leadership, which have some similarities and are relevant to sport. However, these leadership models are also distinct and consequently may predict athlete outcomes differently. Authentic leadership has received little attention in sport and so research is needed to examine how it is unique in terms of what it adds to dominant sport leadership models. The purpose of this study was to investigate whether authentic leadership (a) is empirically distinct from transformational leadership and (b) adds to transformational leadership by explaining unique variance in commitment and enjoyment. A total of 421 (227 female, Mage = 20.32) team sport athletes took part in the study by completing a questionnaire. Authentic leadership was correlated to transformational leadership, suggesting transformational and authentic leadership show some convergent validity. However, Structural Equation Modeling (SEM) revealed that authentic leadership also shows discriminant validity to transformational leadership and has incremental predictive power above that of transformational leadership, in terms of predicting athletes’ enjoyment and commitment. Our findings enhance our understanding of authentic leadership in sport and clearly show that it is distinct from transformational leadership. They also highlight the importance of authentic leadership and how it adds to transformational leadership in terms of predicting athletes’ commitment and enjoyment.

Psychological capital is critical for entrepreneurial resilience and sustainability. The purpose of this study is to examine a comprehensive model of the relationships between the antecedents and consequences of the psychological capital of entrepreneurs. A data sample of 208 entrepreneurs from the Philippines was analyzed with Structural Equation Modeling. The results found that organizational climate, organizational justice, leader-member exchange, authentic leadership have significant and positive influences on psychological capital, while occupational stressor is significantly associated with psychological capital. Among them, authentic leadership has the strongest impact on psychological capital. Results also found that psychological capital has significant and positive influences on entrepreneurs’ job satisfaction, performance, attitude, organizational citizenship behavior, while it also has negative influences on undesirable behavior. Theoretical and practical implications are discussed.

PurposeThe purpose of this paper is to investigate the influence of a positive form of leadership, particularly authentic leadership, on ambidexterity, as ambidexterity has shown to improve financial performance. What is less clear, however, is how to create the organisational context towards ambidexterity or balanced exploitative and explorative innovation. This study set out to fill that gap in researching the direct influence of authentic leadership as well as indirect effect through innovation climate on ambidexterity.Design/methodology/approachA quantitative research approach was followed, with an online survey to employees in South African organisations. There were 733 useable questionnaires. Structural equation modelling was used to test proposed hypotheses of direct, indirect and moderation effects.FindingsThe results revealed that authentic leadership has a significant and positive direct effect on ambidexterity and a significant indirect effect through an innovation climate. Environmental dynamism lessened the regression weight of the relationship between authentic leadership and ambidexterity.Research limitations/implicationsThe data collected were cross-sectional and respondents were South African employees; therefore, caution should be exercised when generalising the results to other organisations in a broader African context.Practical implicationsUnderstanding that both authentic leadership and innovation climate are required to significantly influence ambidexterity allows organisations to direct their leadership selection and development.Originality/valueThe main contribution of this research lies in clarifying the influence of authentic leadership on ambidexterity in the South African context.