Abstract
Abstract Authentic leadership consists of a pattern of behavior based on positive psychological capacities and on an ethical and moral climate. The study evaluated the internal structure and convergent validity of the Authentic Leadership Inventory. The sample consisted of 548 workers from public and private organizations of both genders, who responded to the initial version of the scale, containing 14 items, distributed among four factors: self-knowledge, relational transparency, internalized moral perspective and balanced processing. The confi rmatory factor analyses showed that the best fi t model was the four fi rst order factors with a second order factor, which fully confi rmed the original scale model. Authentic leadership had positive correlations with transformational leadership, job satisfaction, work engagement, and affective organizational commitment. The evidences of validity obtained recommend the use of instrument in future research situations.
Highlights
Authentic leadership consists of a pattern of behavior based on positive psychological capacities and on an ethical and moral climate
The Brazilian version of the Authentic Leadership Inventory fully reproduced the structure of the original instrument, being composed of 14 items, distributed as follows: balanced processing; internalized moral perspective; relational transparency; self-awareness
This work aimed at investigating the initial validity evidence of the internal structure, the convergent and internal consistency of the Authentic Leadership Inventory (Neider & Schriesheim, 2011) in Brazilian samples
Summary
Authentic leadership consists of a pattern of behavior based on positive psychological capacities and on an ethical and moral climate. Economic uncertainties and rapid technological change have led organizations to make their activities increasingly profitable and to attract and retain better performing employees in order to become more efficient in an increasingly competitive marketplace (Cummings & Worley, 2014). Such changes eventually lead to disruptions and changes in managerial philosophy, turning leadership into a key factor for organizational success, since such a structure tends to directly influence employees’ well-being and performance (Avolio, Wernsing, & Gardner, 2017)
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