Authentic Leadership Questionnaire Research Articles

Effect of authentic leadership on work readiness: the mediating role of nurses’ agility

BackgroundThe dynamic and demanding nature of healthcare environments necessitates that nurses not only possess clinical proficiency but also exhibit high levels of work readiness to adapt swiftly to changes. Authentic leadership has been recognized as a critical factor influencing various organizational outcomes.AimInvestigating the mediating role of nurses’ agility in the relation between authentic leadership and nurses’ work readiness.Design and methodA correlational analytical research design was utilized following STROBE guidelines, and data were collected from 249 nurses at a hospital affiliated with Beni-Suef University, Egypt. Instruments included authentic leadership Questionnaire, work readiness scale, and workforce agility scale. Data was collected from the beginning of March to the end of April 2024.ResultsThe findings indicate that authentic leadership was notably strong regarding morality/ethics dimension (mean score: 15.81), and nurses demonstrated relatively high agility levels, particularly in proactivity (mean score: 29.16). Organizational acumen scored highest in work readiness dimensions (mean score: 53.94). Nurses’ overall scores for study variables ranged from 72 to 80% of the maximum, with agility scoring highest (mean score: 85.77). Significant positive correlations were found between variables, especially between nurses’ agility and authentic leadership (r = 0.362).ConclusionPath analysis reveals nurses’ agility as a paramount mediator between authentic leadership and nurses’ work readiness, indicating its vital role in transmitting the positive effects of authentic leadership. Practical implications include establishing authentic leadership programs that foster nurses’ agility especially proactive behaviors. That in turn improve nurses’ readiness for various work responsibilities.

LEADERSHIP IN HYBRID WORK TEAMS: IMPACT OF TRANSFORMATIONAL AND AUTHENTIC LEADERSHIP ON RELATIONSHIPS AND TASK PERFORMANCE IN STUDENT TEAMS

Transformational and authentic leadership have caught researchers’ attention, and it has gained recognition and position within leadership studies. This quantitative research aims to measure the correlation between leaders' transformational and authentic leadership in interpersonal relationships and task performance perceived by their hybrid work teams. For this quantitative research, four previously investigated and validated instruments were utilized: the Authentic Leadership Questionnaire (ALQ) Avolio et al. (2007), which has an acceptable internal consistency reported with Cronbach’s alpha values ranging from .66 to .93; the Multifactor Leadership Questionnaire (MLQ-5X) Bass and Avolio (1994), known for its high reliability with a reported Cronbach's alpha of 0.71; the HQIR: High-Quality Interpersonal Relationships Questionnaire (Carmeli et al., 2009), which also exhibits high reliability with a reported Cronbach’s alpha of 0.93; and the Individual Work Performance Questionnaire (IWPQ) Koopmans et al. (2011), with Cronbach's alpha values ranging from 0.77 to 0.83, and which will be used with a common translation into Latin American Spanish. Using a sample of 156 participants who are members of student hybrid teams (N = 156), the findings of this study demonstrated a positive correlation between transformational leadership and both interpersonal relationships and task performance in hybrid work teams. This study represents one of the first investigations of transformational and authentic leadership and its correlation with interpersonal relationships and task performance in Latin America, and it has some leadership implications within hybrid work teams.

HUBUNGAN AUTHENTIC LEADERSHIP DENGAN KEPUASAN KERJA PERAWAT DI RUMAH SAKIT AKADEMIK UNIVERSITAS GADJAH MADA

Background: The low level of satisfaction of health professionals in hospitals is one of the most common problems in various parts of the world, including in Indonesia. Health care organizations are increasingly relying on the nursing profession to manage dynamic and complex health care by providing effective leadership. Authentic leadership gained considerable recognition as a new form of leadership style. Authentic leadership able to increase trust and encourage employees to follow the directions needed to achieve the vision and mission of the organization. This also leads to a significant positive influence on the commitment of subordinates to their superiors so that employees feel satisfied with the organization where they belong. Objective: Analyze relationships of authentic leadership with job satisfaction of nurses at RSA UGM. Method: This research is a mixed method sequential explanatory which aims to use qualitative results to assist in explaining and interpreting quantitative research findings. The design of this research is a cross sectional survey. The quantitative research population consisted of 205 nurses working at the UGM RSA and the qualitative research population consisted of the management of the UGM RSA with four people. Quantitative research measuring tool using Authentic Leadership Questionnaire (ALQ) and McCloskey/Mueller Satisfaction Scale (MMSS). Qualitative research uses in-depth interviews. Results: Research produces a relationship between authentic leadership with job satisfaction of nurses at RSA UGM. Level Authentic leadership UGM RSA nurses are classified into three namely very low, low and high. While the job satisfaction of nurses at RSA UGM is at moderate and high levels. Conclusion: There is a relationship between authentic leadership and job satisfaction of nurses at RSA UGM. The dimensions of Authentic leadership that is dominant is balanced processing. The most influential factor in nurse job satisfaction is nurse colleagues. Keywords: Authentic Leadership, Nurse Job Satisfaction, Authentic Leadership Questionnaire (ALQ), McCloskey/Mueller Satisfaction Scale (MMSS).

Kepemimpinan Autentik dan Kualitas Pelaporan Keuangan: Peran Iklim Etis

Financial reports are a crucial factor that can influence economic decision-making. Accountants are responsible for producing high-quality financial reports that provide transparent, accountable, and reliable information. Although there have been numerous studies examining the factors that can affect the quality of financial reporting, research investigating the impact of leadership style and ethics on financial reporting quality is still limited. Therefore, this study aims to examine the influence of authentic leadership on the quality of financial reporting, moderated by the ethical climate. A survey questionnaire was used to collect primary data in a quantitative approach. The Authentic Leadership Questionnaire (ALQ) was employed to measure authentic leadership, while the ethical climate was measured using a questionnaire based on the research by Qualls & Puto (1989). The quality of financial reporting was measured using a questionnaire developed by Iqbal & Javed (2017). The sample for this study consists of management accountants, financial accountants, public accountants, and accountants in the public sector. Finally, the hypothesis testing in this study employed the Structural Equation Modelling-Partial Least Squares (SEM-PLS) analysis method. This research reveals a positive influence of authentic leadership and ethical climate on the formation of high-quality financial reports. The ethical climate strengthens the relationship between authentic leadership and financial reporting quality. To improve financial reporting quality, this study suggests the importance of authentic leadership in the selection, promotion, and development of leaders, as well as the creation of an ethical culture in organizations.

Effect of authentic leadership and mindfulness educational program on nursing managers' competencies: a quasi-experimental study

BackgroundAuthentic leadership is an emerging perspective in leadership that focuses on leaders' values and beliefs. while the mindfulness perspective permits nurse managers to be fully present, aware of themselves and their impact on others, and aware of their reactions in stressful situations. so, authentic leadership and mindfulness if combined create nurse managers who have clearer, more focused thinking, and a growth mindset that help subordinates improve and grow. as well as mindfulness-based interventions help them to improve interpersonal relationships with patients and colleagues, and to take better care of themselves and others.AimThe present study aims to; explore the effect of authentic leadership and mindfulness educational program on nursing managers' competencies in hospital.MethodsA quasi-experimental design (Quantitative pre-, post-, and follow-up design) was used to conduct the study at Shirbeen General Hospital, Egypt. The study subjects consist of a purposive sample of 70 nurse managers and 226 nurses. Three tools used for data collection consisted of; the authentic leadership questionnaire, the five Facet Mindfulness Questionnaire, and the managerial competencies of Nurse Managers. Data analysis was performed using SPSS version 20, Qualitative categorical variables were compared using the chi-square test. A significant level value was considered when the p-value ≤ 0.05, and Cohen's d was used to measure the effect size which indicated there was a large effect of educational program on post and follow-up knowledge, authentic leadership, mindfulness, and managerial competencies scores.ResultsThe current study revealed that there were significant differences between nurse managers’ knowledge, authentic leadership, mindfulness, and managerial competencies (P = 0.001) pre-, post-, and after 3 months of the program. As determined by Cohen’s d test, there was a large effect of educational program on post and follow-up knowledge, authentic leadership, mindfulness, and managerial competencies scores.ConclusionThe educational program about authentic leadership and mindfulness had a positive effect on nurse managers’ managerial competencies.Trial registration number (TRN)The study protocol was approved by the Research Ethics Committee of the Faculty of Nursing, Port Said University, Egypt (code number: NUR 13/3/2022–11).

The mediating role of psychological capital on the relationship between authentic leadership and innovative behaviour among Chinese nurses.

To explore the mediating role of psychological capital between authentic leadership and innovative behaviour among Chinese nurses. A cross-sectional study. In December 2021, online surveys were delivered among nurses from 37 hospitals in Anhui Province by convenience sampling approach. The data was collected using the Chinese version of the Authentic Leadership Questionnaire, Nurse Psychological Capital Questionnaire and Nurse Innovative Behaviour Scale. The structural equation model and bootstrap test examined the mediating role of psychological capital between authentic leadership and innovative behaviour. 3495 Chinese nurses from 37 Anhui Province hospitals participated in this study. The mean item score of authentic leadership was 3.25 (SD 0.83), psychological capital was 4.85 (SD 0.89), and innovative behaviour was 2.82 (SD 0.84). Authentic leadership perceived by nurses, psychological capital, and innovative behaviour were statistically significant and positively correlated with each other (r = 0.524 ~ 0.806, p < 0.01). Psychological capital significantly mediated the association between authentic leadership and innovative behaviour (β = 0.449, p < 0.001), and its mediating effect accounted for 76.75% of the total effect. Results suggest the importance of developing nurse managers' authentic leadership to foster nurses' psychological capital and innovation behaviour.

Authentic Leadership: A Quantitative Study of the Effect of Authentic Leadership on Group Cohesion and Work Engagement in Student Organizations in Mexico

Purpose: The purpose of this study was to develop an empirical investigation and discover quantitative evidence for the relationship between authentic leadership, group cohesion, and work engagement. Theoretical framework: Authentic leadership has caught researchers’ attention, and it has gained recognition and position within leadership studies. The authentic leadership construct includes four dimensions: (a) self-awareness, which refers to how leaders understand their strengths and weaknesses and the motives they exposure to others; (b) balance processing, which refers to how leaders analyze all relevant data before coming to a decision; (c) internalized moral perspective, which refers to how leaders make decisions based on values and high internal ethical standards; and (d) relational transparency, which refers to how leaders are open in presenting one’s true self to others. Methods: Utilizing previously validated instruments, the Authentic Leadership Questionnaire (ALQ; Walumbwa et al., 2008), the Perceived Cohesion Scale (PCS; Bollen &amp; Hoyle, 1990), and the Utrecht Work Engagement Scale (UWES; Schaufeli &amp; Bakker, 2004). This study explored whether or not a relationship exists between authentic leadership behaviors of the leader (as perceived by the group members) and group cohesion and work engagement (as reported by the group members) within the Mexican context. Results and conclusions: Using a sample of 226 participants who are members of student organizations (N = 226), it was clearly demonstrated that there is a positive relationship between the authentic leadership behaviors of the leader and the members’ group cohesion (r = .56, β = .54, p = .000) and that there is a positive relationship between the authentic leadership behaviors of the leader and the members’ work engagement (r = .54, β = .54, p = .000). The study’s findings demonstrate the need to advance the research of authentic leadership in Mexico and Latin America. Findings implication: Authentic leadership’s predictive capacity it is still in the developmental phase. The study’s findings offer more evidence and new data to scholars in the leadership field that will help them better analyze the relationship that exists between authentic leadership, group cohesion, and work engagement. Uniqueness/ value: This study represents one of the first investigations of authentic leadership in Mexico and Latin America, and it has some leadership implications within teams and small groups.

The mediating role of psychological capital on the relationship between authentic leadership and nurses’ caring behavior: a cross-sectional study

BackgroundCaring behavior among nurses would have an impact on patient outcomes. External organizational job resources and personal internal psychological resources are correlated to nurses’ caring behavior. Authentic leadership and psychological capital were shown to be correlated with nurses’ caring behavior in previous studies. However, the relationships among the three are nevertheless unclear. This study aimed to examine if psychological capital could act as a mediator between nursing managers’ authentic leadership and nurses’ caring behavior.MethodsIn December 2021, a total of 3,662 nurses were recruited from 37 hospitals in Anhui Province, China. They filled out online surveys, including general demographic information, the Authentic Leadership Questionnaire, the Psychological Capital Questionnaire, and the Caring Behavior Inventory. Structural Equation Modeling and the bootstrapping procedure were used to examine the mediating role of psychological capital.ResultsThe scores of authentic leadership, psychological capital, and caring behavior of 3,495 nurses were 52.04 ± 13.24, 96.89 ± 17.78, and 104.28 ± 17.01, respectively. Psychological capital significantly mediated the relationship between authentic leadership and nurses’ caring behavior (β = 0.378, p < 0.001, 95% confidence interval: 0.350 ~ 0.402), which made up 78.75% of the total impact (0.480).ConclusionThe findings of this study suggested that nursing managers should develop an authentic leadership style, which can effectively improve nurses’ caring behaviors toward patients in clinical practice. Meanwhile, nursing leaders should strengthen nurses’ psychological evaluation and training, and promote nurses’ caring behavior in clinical settings.

Authentic Leadership, Personality Types, and Job Satisfaction: Study with Nurses in a Private Hospital

Objective. To identify the authentic leadership dimensions demonstrated by nurse leaders and to analyze the relationship between these dimensions, personality types, and job satisfaction among both leaders and their followers. Methods. A descriptive, cross-sectional study was conducted with 111 nurses using the Instruments Authentic Leadership Questionnaire, Job Satisfaction Survey, and Myers–Briggs Type Indicator®. The statistical methods used included Spearman correlation coefficients, nonparametric Mann–Whitney tests, and generalized estimating equation models with gamma distribution. Results. There was a significant difference between the evaluations of authentic leadership by leaders and followers. There was a significant association between authentic leadership and job satisfaction among followers ( p value &gt;0.05), while no correlation was observed between authentic leadership, job satisfaction, and personality type among leaders. Conclusions. The findings indicate a positive correlation between authentic leadership dimensions and job satisfaction among followers.

Association Between Authentic Leadership in Nurse Managers and Performance and Intention to Leave Among Registered Nurses.

Authentic leadership in nurse managers has been identified as a strong predictor of multiple nurse outcomes. However, its association with staff performance and nurses' intention to leave has yet to be established. This study was designed to identify the predictive effect of sociodemographic variables on nurse performance and intention to leave and to examine the relationship between authentic leadership in nurse managers and, respectively, nurse performance and intention to leave. A comparative and correlational design and a cross-sectional survey approach were used. A convenience sample of 166 registered nurses working in a government hospital in Jordan was recruited. Data collection was performed online using the sociodemographics questionnaire, the Authentic Leadership Questionnaire, the Turnover Intention Scale, and the Six Dimensions of Nurse's Performance Scale. Data were analyzed using descriptive statistics, independent t test, one-way analysis of variance, Pearson correlation, and multiple hierarchical linear regression. The overall mean score was 2.08 (SD = 0.87) for the Authentic Leadership Questionnaire, 3.57 (SD = 1.76) for the Turnover Intention Scale, and 3.00 (SD = 0.51) for the Staff Performance Scale. Mean nursing performance differed significantly based on marital status, whereas intention to leave differed significantly based on marital status and the respondent's perception of their first-line manager. A statistically significant, positive correlation between authentic leadership and staff performance and a statistically significant, negative correlation between authentic leadership and intention to leave were found. In addition, authentic leadership was uniquely associated with staff performance (B = 0.19, p < .05) and intention to leave (B = -0.39, p < .05) in the hierarchical regression analysis after controlling for sociodemographic variables. Authentic leadership from nurse managers is associated with improved nurse performance and lower nurse intention to leave. Nurse managers may enhance authentic leadership attributes to better retain nurses in hospitals and improve nurse job performance.

The influence of nurse managers’ authentic leadership style and work environment characteristics on job burnout among emergency nurses

Background: Emergency nurses experience excessive workloads and high job burnout. Limited evidence exists exploring the role of authentic leadership and nurse work environment on job burnout among emergency nurses. Objective: To assess the influence of nurse managers’ authentic leadership and nurse work environment on job burnout among emergency nurses. Methods: A cross-sectional study was conducted among 160 emergency nurses working in six hospitals in the Sultanate of Oman. The Maslach Burnout Inventory, Authentic Leadership Questionnaire, and the Practice Environment Scale of the Nursing Work Index were used to assess study variables. Results: Of the 233 distributed surveys, 160 emergency nurses responded resulting in a response rate of 69%. More than two thirds of emergency nurses (72.1%) reported high levels of burnout. Authentic leadership and a favorable work environment were significantly associated with lower job burnout. Nurse managers’ transparency (β = - 0.481, p = 0.031), ethical/moral conduct (β = - .408, p = 0.043), managerial ability and support (β = - 0.497, p = 0.018), and adequate staffing and resources (β = -.068, p = 0.028) were all associated with lower job burnout. Conclusions: Results suggest the importance of providing effective leadership, adequate support to staff, maintaining optimum staffing and resources, and developing nurse managers' authentic leadership to reduce nurses’ job burnout.

The Relationship between Head Nurses’ Authentic Leadership Style and Nurses' Job Satisfaction and the Quality of Nursing Services at the Educational – therapeutic Centers of Hamadan University of Medical Sciences

Background and Objective: One aspect of nurses' working lives affected by head nurses' leadership style is job satisfaction, which can change the quality of nursing services. The present study aimed to assess the association of head nurses' authentic leadership style with nurses' job satisfaction and the quality of nursing services at educational-therapeutic centers of Hamadan University of Medical Sciences. Materials and Methods: The current cross-sectional descriptive study was conducted in 2019. A total of 295 nurses and 885 patients were selected using the stratified random sampling method. The data collection tools included four questionnaires: a demographic characteristics form, the Authentic Leadership Questionnaire (ALQ) by Walumbwa, The Minnesota Satisfaction Questionnaire (MSQ), and the SERVQUAL service quality questionnaire. Data were analyzed using SPSS software (version 24). Results: The application of the authentic leadership style by head nurses, job satisfaction of nurses, and the quality of nursing services obtained mean scores of 3.75, 3.45, and 3.83, respectively, demonstrating that they were at a moderate level. Head nurses' authentic leadership style showed a significant and weak relationship with nurses' job satisfaction (r=0.1, P=0.002) and perceived quality of nursing services (r=0.11, P=0001). Moreover, nurses' job satisfaction was weakly correlated with the quality of nursing services (r=0.16, p=0.001). Conclusion: Considering the weak but significant relationship between the variables, the authorities can take effective measures to improve job satisfaction and the quality of nursing services.

The influence of accepting change, spirituality, and tenacity and competence on authentic leadership among novice teachers in Malaysia

Purpose: In schools, principals are leaders of teachers while teachers, are leaders of students and colleagues. The current development of the ever-changing education system makes the roles and responsibilities of teachers increasingly challenging. This requires a person to have an element of resilience to become a teacher who is responsible for guiding students and colleagues to achieve school goals. The aim of this study was to examine the influence of resilience (tenacity and competence, trusting in one’s instinct and tolerance of negative affect, acceptance of change and secure relationships, control, and spirituality) on authentic leadership among novice teachers, particularly in North Malaysia.&#x0D; Design/Methodology/Approach: This study used a quantitative approach through questionnaires such as The Connor-Davidson Resilience Scale and the Authentic Leadership Questionnaire (ALQ), involving a total of 229 novice teachers in the northern zone of Peninsular Malaysia as respondents. The data was analyzed using Statistical Package for the Social Sciences (SPSS) version 28 and Structural Equation Model-Part Least Square, SmartPLS 4 software.&#x0D; Findings: The findings showed that accepting change, spirituality, tenacity, and competence constructs have a significant and positive impact on authentic leadership.&#x0D; Conclusion: Resilience is a skill that teachers should have when influencing students and colleagues.&#x0D; Research Limitation: The data found in this study were based on questionnaires. The results of the information and findings of the study were limited as they depended on the honesty and willingness of the respondents to answer the questionnaire.&#x0D; Practical Implication: Spirituality in the workplace is among the key elements in achieving the organization's goals. Spirituality can help teachers have peace of mind when handling conflict. Teachers have to prepare physically and mentally to cope with the changes in organization because they are role models for colleagues and students.&#x0D; Contribution to Literature: This study contributes to the existing literature by demonstrating that resilience constructs have an influence on authentic leadership among novice teachers.&#x0D;

Relationships of individual and workplace characteristics With nurses' moral resilience.

Moral resilience is the integrity and emotional strength to remain buoyant and achieve moral growth amid distressing situations. Evidence is still emerging on how to best cultivate moral resilience. Few studies have examined the predictive relationship of workplace well-being and of organizational factors with moral resilience. The aims are to examine associations of workplace well-being (i.e., compassion satisfaction, burnout, and secondary traumatic stress) and moral resilience, and to examine associations of workplace factors (i.e., authentic leadership and perceived congruence of organizational mission and behaviors) and moral resilience. This study uses a cross-sectional design. Nurses practicing in a hospital in the United States were surveyed using validated instruments (N = 147). Individual factors were measured using demographics and the Professional Quality of Life Scale. Organizational factors were measured using the Authentic Leadership Questionnaire and a single item measuring organizational mission/behavior congruence. Moral resilience was measured using the Rushton Moral Resilience Scale. The study was approved by an institutional review board. Resilience was noted to have significant small correlations with burnout, secondary traumatic stress, compassion satisfaction, and organizational mission/behavior congruence. Burnout and secondary traumatic stress predicted less resilience, whereas compassion satisfaction and perceived congruence between organizational mission and behaviors predicted higher resilience. Burnout and secondary traumatic stress, increasingly experienced by nurses and other health professionals, have negative effects on moral resilience. Compassion satisfaction can increase resilience, which is especially important in nursing. Organizational practices promoting integrity and confidence can have positive effects on resilience. Continued work to confront workplace well-being issues, especially burnout, is needed as a way of increasing moral resilience. Studies of organizational and work environment factors to bolster resilience are likewise needed to assist organizational leaders in devising the best strategies.

Relationship between the Authentic Leadership and Big Personality Trait of Neuroticism: An Empirical Study

The scope of study that has been done on the significant personality impact of neuroticism on authentic leadership has been relatively minimal. Using a correlational method, this study aims to investigate the relationship between neuroticism's primary personality trait and authentic leadership's components (self-awareness, internalized moral perspective, balanced processing, and relational transparency). The authentic leadership questionnaire (ALQ) is used to examine leaders' personalities and authentic leadership styles. The results of this research showed that there is a negative correlation between neuroticism and all authentic leadership dimensions. This was the key takeaway from the study.

Authentic leadership and employee resilience during the COVID-19: The role of flow, organizational identification, and trust.

The present work investigated fundamental mediating mechanisms (i.e., flow experience, organizational identification, and trust), underlining the impact of authentic leadership on employee resilience during the turbulent COVID-19 pandemic. A total of 901 frontline employees working in a construction engineering company in China participated in this study. They were asked to respond to a battery of questionnaires comprising Trust Scale (affective-based, cognitive-based, and competence-based), Flow Proneness Questionnaire (FPQ), Organizational Identification Scale, Authentic Leadership Questionnaire, and Employee Resilience Scale. Results of structural equation modeling indicated that: (1) Authentic leadership positively predicted employee resilience in the COVID-19 pandemic, directly and indirectly. (2) As for the indirect relationship, two parallel mediation effects and one chain mediation were detected: employees' flow at work and organizational identification respectively and dependently mediated the relationship between authentic leadership and employee resilience; trust and organizational identification played as a chain mediation role within authentic leadership-employee resilience association. The study provides empirical evidence for organizations' resilience-building and leadership training programs. Findings also contribute to the literature by facilitating flow intervention, promoting organizational identification and trust to enhance the effect of authentic leadership in promoting positive psychological functioning of employee resilience. Limitations with respect to future research directions were also outlined.

How does authentic leadership influence the safety climate in nursing?

BackgroundAuthentic leadership controls quality care and the safety of patients and healthcare professionals, especially nurses.AimThis study examined the influence of nurses’ authentic leadership on the safety climate.MethodsIn this predictive research,...

Authentic leadership and innovative work behavior through organizational culture: A study in Indonesian state-owned enterprises

Background: Innovation is one of the keys for organizations to win the competition and be able to survive. State-owned enterprises require employees to face the competition by showing innovative work behavior where leadership factors and organizational culture could influence this behavior. This study examines the role of authentic leadership in innovative work behavior through organizational culture as a mediator. Methods: Participants in this survey study were 272 employees of Indonesian state-owned enterprises, but only 153 employees from 17 work teams were involved in data analysis at the group level. The research instrument was adapted from the innovative work behavior scale, authentic leadership questionnaire, and the Indonesian state-owned enterprises culture scale, which consists of six core values: trustworthy, competent, harmonious, loyal, adaptive, and collaborative. Data collection in this study was carried out by distributing questionnaires in the form of a Likert scale online via a google form. The data were analyzed using partial-least square analysis. Results: The results showed that organizational culture mediated the relationship between authentic leadership and innovative work behavior. Conclusions: The group experience of the presence of an authentic leader can improve the implementation of organizational culture, which in turn may increase innovative work behavior at the group level.

Relationship between authentic leadership, transformational leadership and innovative work behavior: mediating role of innovation climate

Objectives. This study aimed to demonstrate the effect of transformational and authentic leadership characteristics of healthcare managers on employees’ innovative work behavior and the mediating role of innovation climate. Methods. The study was conducted in 19 hospitals in Turkey and 263 managers participated. The data were collected using the transformational leadership questionnaire, the authentic leadership questionnaire, the innovative climate assessment tool and the innovative work behavior scale. Path analysis was performed to demonstrate the relationship between the variables. Results. When transformational and authentic leadership were put into the model separately through innovation climate, transformational leadership had an effect of 0.39 units (0.22 units direct, 0.17 units indirect) and authentic leadership had a 0.44-unit effect (0.29 units direct, 0.15 units indirect) on innovative work behavior. When transformational and authentic leadership were put together in the model, the total (direct and indirect) effect of them increased to 0.52 units. In this case, the effect of authentic leadership characteristics of health managers on innovative work behavior of their followers (0.42 units) was greater than the effect of transformational leadership characteristics (0.10 units). Conclusions. Although both types of leadership affect innovative work behavior, authentic leadership was more effective than transformational leadership.

The Implicit Contribution of Principal’s Self-Awareness Towards Teacher Self-Efficacy

The main focus of this study was to look at the influence of the authentic leadership of the principals and the self-efficacy level of teachers in Pendang district, Kedah. The quantitative survey method using the questionnaire was adopted in this study. The study respondents consisted of 254 teachers randomly selected from 10 national secondary schools in Penang district, Kedah. The benchmark used for authentic leadership is to use the Authentic Leadership Questionnaire (ALQ -Version 1) of the original instrument developed by Avolio, Gardner, and Walumbwa (2007). Similarly, the teacher self-efficacy questionnaire was used in Hoy and Woolfolk's (1993) short form of the Teacher Efficacy Scale developed by Moran, Hoy, and Hoy (1998). The findings show that there is a significant relationship between the dimensions of authentic leadership and the self-efficacy of teachers in Pendang, Kedah. However, there is only one dimension that influences the teacher's self-efficacy, which is the dimension of self-awareness. Based on the findings of this study, it is hoped that it will contribute useful information to help educators in cultivating the principals' leadership style and high levels of teacher self-efficacy to produce symmetrical human capital.