Authentic Leadership Research Articles

Fostering creativity and performance through authentic leadership in educational institutions

Fostering creativity and performance through authentic leadership in educational institutions

Does workplace ostracism lead to knowledge hiding? Modeling workplace withdrawal as a mediator and authentic leadership as a moderator

Does workplace ostracism lead to knowledge hiding? Modeling workplace withdrawal as a mediator and authentic leadership as a moderator

Nurse Leader Perspectives and Experiences on Caregiver Support Following a Serious Medical Error

OBJECTIVE This study explored nurse leaders' perspectives and experiences in supporting nurses following a serious medical error. BACKGROUND Appropriate support is crucial for nurses following an error. Authentic leadership provides an environment of psychological safety and establishes a patient safety culture. METHODS A cross-sectional survey research design was conducted to determine nurse leader's (NLs') perspectives on supporting nurses following a medical error. RESULTS NL training on handling serious medical errors varied. NLs indicated experiencing a variety of formal support programs: peer support, education, error examination, employee assistance, and just culture. Following an error, NLs reported these interventions were helpful, including education/retraining, psychological safety, time off the unit, identifying system failures, nurse involvement in disclosure, and peer support. CONCLUSION This study illuminates how NLs support nurses following an error. It provides insight into the education of NLs on assisting nurses and the need to implement formal caregiver support programs.

The use of experimental designs to examine causality in authentic leadership: A scoping review

Abstract Authentic leadership studies are often criticised for the limited use of causally defined research designs. To advance scholarship is this area, this article presents a scoping review on the use of experimental designs to examine causality in authentic leadership. Eleven publications were identified, which presented 16 experiments that met the inclusion criteria. Generally, these experiments tested authentic leadership as an antecedent; were conducted online; used a one-factor design; involved large samples, typically of working adults or residents; involved a manipulation check; involved the use of written vignettes to manipulate levels of authentic leadership; included counterfactual conditions; culminated with outcomes pertaining to followers; and established the causal effects of authentic leadership on the outcome(s) of interest. These findings suggest the value of: written vignettes; multi-method approaches; and online experiments. They also highlight opportunities to advance authentic leadership research through the use of sequential experiments and immersive technologies.

The effects of crisis type and CSR fit on organizational outcomes: The moderating role of authentic leadership in shaping organizational reputation, word-of-mouth, and purchase intentions

This study investigates how crisis type (moral-harm vs. product-harm) and the alignment between an organization's goals and its corporate social responsibility (CSR) values (CSR fit) influence crisis outcomes like organizational reputation, the spread of negative word-of-mouth, and purchase intentions. Additionally, the research examines whether authentic leadership (AL) moderates the relationship between crisis type, CSR fit, and crisis outcomes. Using a 2 (crisis type: moral-harm vs. product-harm) x 2 (CSR fit: high fit vs. low fit) between-subjects design (N = 427) recruited through CloudResearch, the results suggest that product-harm crises have more damaging effects on organizations than moral-harm crises. Also, organizations that align their CSR activities with their business goals receive favorable ratings during a crisis than those with low CSR fit. Lastly, AL moderates the relationship between crisis type and negative word-of-mouth as well as organizational reputation. Theoretical and practical implications of the current study are discussed.

Strengths mindset and job satisfaction: The mediating role of thriving at work and the moderating role of authentic leadership

We examined whether thriving at work mediated the relationship between strengths mindset and job satisfaction, as well as the moderating role of authentic leadership within this relationship. Data were gathered from 717 employees (female = 46%; mean age = 31.77 years, SD = 4.23 years) working in various organisations (including industries such as manufacturing, energy, and education) in China at two points in time with a two-week interval (time 1: n = 798, time 2: n = 717). Regression equation models indicated that strengths mindset was associated with job satisfaction. Thriving at work fully mediated the positive association between strengths mindset and job satisfaction, resulting in higher job satisfaction. Furthermore, authentic leadership positively moderated the direct and indirect effect of strengths mindset on thriving at work resulting in higher job satisfaction. Consistent with trait activation theory and socially-embedded model of thriving, strengths mindset and job satisfaction may provide managers with valuable strategies to enhance employees’ work wellbeing.

Nurses Innovative Behaviour in the Context of Authentic Leadership: A Scoping Review.

This scoping review aims to explore the existing research on the impact of authentic leadership on nurses' innovative behaviours. The following databases were searched (from 2013 to 2023): PubMed, Cumulative Index to Nursing and Allied Health Literature, Cochrane Library, Embase, Scopus, APA Psych Info, Educational Resources Information Centre, and ABI Inform. Search results were exported into Covidence software to assist with the selection and assessment of retrieved studies. Studies were included that specifically examined the relationship between authentic leadership and innovative behaviour among nurses working in healthcare settings. 12 papers remained for full-text review after title and abstract screening. Four studies that met the inclusion criteria were included in the final analysis. Using the Crowe Critical Appraisal Tool two reviewers independently evaluated these four studies. Findings revealed that authentic leadership affects nurses' innovation and creativity in various healthcare settings and cultural contexts. It also highlighted mediating factors such as increased engagement and knowledge sharing. Resilience and technological infrastructure were identified as additional factors that affect and support this relationship and influence the development and enaction of innovative behaviours. Authentic leadership was found to contribute to innovative nursing behaviours that have important implications for the best practices in healthcare and outcomes. Innovative behaviour among nurses is essential for rising to the challenges of complex healthcare environmental challenges, and the potential for authentic leadership to act as a catalyst for this is important. Future research needs to further explore the impact of authentic leadership on innovative behaviour and the contextual and cultural influences that effect this. More research is also needed on the exact nature of nurses' innovations and their potential use in healthcare. The EQUATOR guidelines for PRISMA have been met. No patient or public contribution.

Playing the Game Differently: How Women Leaders in Academia Are Challenging Neopatriarchy

AbstractDespite Australian and New Zealand Universities pledging to address gender inequities, the patriarchal history of universities continues to impact the careers of women in academia. Under-representation of women in senior leadership and a culture of masculinity can lead to a lack of resources for feminist leadership and a devaluing of women’s work. We investigate how women in academic leadership are playing the game differently, making strategic moves to navigate leadership in the neoliberal neopatriarchal academy. We explored the experiences of 22 women in academic leadership through online qualitative surveys and reflexive thematic analysis of the data, taking inspiration from Bourdieu’s work on habitus and doxa. Although women leaders were able to successfully make strategic moves to advance their careers, these were shaped by parenting status, race, culture, and age. The women’s leadership approaches were counter to the masculine doxa of the academic field, leading instead relationally. We do not suggest that there is a specific ‘female’ style of academic leadership, but that successful authentic leadership can be founded on a feminist ethics of care in contrast to neopatriarchy. Adoption of such approaches across the academy might unshackle academics across genders from their positioning in academic leadership hierarchies.

The evolution of leadership: Past insights, present trends, and future directions

We first review leadership research that has been dominant before and after the Journal of Business Research was established fifty-one years ago, along with a discussion of those approaches that have continued to attract research attention. Next, we discuss moral approaches to leadership, including authentic, ethical, and servant leadership. We address criticism of these and other approaches, especially concerns about the way leadership styles are measured. Furthermore, we provide coverage of current trends in leadership research, such as studying the dark side of seeming positive leadership approaches, examinations of the importance of followership in the study of leadership, as well as research that explores the effects of leadership from a leader-centric perspective. Finally, we offer directions for future leadership research, such as integrating leader power and authority with leadership approaches and developing ways of addressing criticism that has been leveled against leadership research.

Authentic leadership in challenging times: More important than ever?

Authentic leadership in challenging times: More important than ever?

Relationship between authentic leadership, service quality, organizational commitment and work engagement: testing a moderated mediation model

PurposeThe purpose of this research is to determine how and why authentic leadership affects service quality. For this aim, a conceptual model comprising authentic leadership, service quality, organizational commitment and work engagement has been proposed.Design/methodology/approachPrivate sector employees from various sectors in North Cyprus were targeted for this research. Through convenience sampling, we collected 298 responses at Time 1 and 265 responses at Time 2. After data cleaning, the total responses available for analysis were 258 (the response rate is 72%). The five-step strategy was applied for translation, and the data were analyzed using IBM AMOS 21.0.FindingsFindings show authentic leadership influences service quality directly and indirectly through organizational commitment. Moreover, work engagement has a moderated mediation position in this relationship.Originality/valueThe research model is a new attempt in the literature and contributes to leadership research by testing the effects of authentic leadership on service quality through the moderated mediation effect of work engagement.

How Knowledge Sharing Mediate the Effect of Authentic Leadership on Organizational Commitment

This study aims to provide empirical evidence of the effect of Authentic Leadership on Organizational Commitment which is mediated by Knowledge Sharing. This research is causality associative research using a quantitative approach. The scope of this research includes the subject of the research, namely permanent employees and contract employees at PT. Karya Pak Oles Tokcer who work in Bali Province. The population in this study were all employees of PT Karya Pak Oles Tokcer in Bali Province with a total of 117 employees. The sampling technique used in this study was saturated sampling which is included in non-probability sampling. The data analysis technique in this study uses two analysis techniques, namely descriptive statistical analysis and inferential statistical analysis using Structural Equation Modeling (SEM). The results of the analysis provide evidence that Authentic Leadership has a positive effect on Organizational Commitment and Authentic Leadership affects Knowledge Sharing. Knowledge Sharing also has a positive effect on Organizational Commitment and mediates Authentic Leadership on Organizational Commitment.

La cultura organizacional y el liderazgo servidor en una empresa agroindustrial de la región Lambayeque

The central purpose of this study is to examine how the culture of an agricultural Enterprise the relationship between the culture of an agricultural company and servant-centered leadership. The methodology is based on a fundamental correlational research with a quantitative non-experimental design, the data collection was done through questionnaires adapted and evaluated by means of expert judgment with acceptable levels of reliability, this survey was applied to 117 collaborators. The results indicate a significant correlation between the two (r = 0.429, p < 0.001), highlighting the importance of a solid organizational culture for effective leadership. In addition, positive correlations were found between organizational culture and empowerment (r = 0.404, p < 0.001), collective development (r = 0.346, p < 0.001), empathy (r = 0.224*, p = 0.015) and authentic leadership (r = 0.267**, p = 0.004). These findings suggest that a well-defined organizational culture can strengthen various dimensions of leadership, promoting an engaged and productive work environment.

Investigating The Factors Influencing Employees’ Psychological Capital and Mental Well-Being At Multinational Companies (MNCs) in Beijing

This study utilizes the job demands-resources model to examine the relationship between job resources (like organizational climate, co-worker support, authentic leadership, knowledge diversity, and work-life support practices), burnout, psychological capital, and mental health among employees at multinational companies in Beijing. An online survey was filled out by 173 people, and the data were analyzed with PLS-SEM. The results suggest that authentic leadership and work-life support practices had no impact on psychological capital, whereas a positive work environment, helpful co-workers, and a broad range of expertise did. In addition to having direct effects on mental health, psychological capital also indirectly affects mental health through burnout. This study adds to the current literature by examining the mental well-being of employees working for multinational firms in Beijing.

Authentic Leadership-A Concept Analysis.

To report an analysis of the concept of authentic leadership. Concept analysis. Data sources included core databases: CINAHL, PubMed, Embase, ProQuest, APA PsycINFO, ERIC, ABI/Inform and Tomlinson's Nursing Core Collection (2010). Walker and Avant's method was used to identify descriptions, antecedents, consequences and empirical referents of the concept. Model, related and contrary cases were developed. Defining attributes were identified as self-awareness, transparency, balanced processing, internalised moral perspective, caring, shared decision making and moral/ethical courage. Antecedents were authenticity, positive psychological capacities, life experiences, leadership development programme, supportive organisational climate and an ethical climate. Consequences are employee well-being and satisfaction, positive work environment and enhanced performance and safety. While authentic leadership is an emerging and popular leadership approach, there are gaps in relation to agreed definitions. Moreover, core textbooks within the subject area also fail to provide these definitions. This concept analysis represents the first comprehensive and robust analysis of the concept of authentic leadership that will serve to reliably inform research, education and practice. This analysis reveals that authentic leadership can have a positive effect on staff well-being and satisfaction, their work environment, performance and ultimately safety. This has potential for a positive impact on patient care and patient outcomes by fostering an ethical and supportive work environment. This study revealed a new comprehensive understanding of authentic leadership that provides conceptual clarity that will guide research and practice in the field, which refines the existing understanding, highlighting essential attributes and their relevance in nursing practice. No patient or public contribution.

The Influence of Authentic Leadership on Perceived Readiness to Change Among Nurses in Healthcare Care Organizations: Hierarchical Regression

B Background Healthcare systems are currently undergoing significant transformation as part of the evolving change process. Perceived nurse readiness for change is crucial in successfully implementing and sustaining change. Leaders play an important role in evaluating employees' readiness for change. However, limited studies link between authentic leadership and perceived nurses readiness for organizational change. Aim This study explores the relationship between authentic leadership and nurses' perceived readiness for organizational change within healthcare settings in Jordan after controlling sociodemographic variables. Methodology: This descriptive cross-sectional correlation study includes 140 registered nurses who work in healthcare settings. A self-administered questionnaire was used, including authentic leadership and perceived nurse readiness for change scales. Data analysis included descriptive statistics, a t-test, an ANOVA, a Pearson correlation coefficient, and hierarchical regression. Results strong positive relationship was found between Authentic leadership and perceived nurses' readiness for change (r=0.65, p<.01), and a negative significant moderate correlation was found between age (r=-.29, p < 0.01) total experiences in nursing (r=-.35, p < 0.01) and total experience in current floor/units (r=-.31, p < 0.01). Authentic leadership subscales found to correlate with perceived readiness to change; relational transparency and self-awareness have the highest strong positive correlations (r=.64, p < .01), (r=.63, p < .01) respectively . Hierarchical regression was conducted to control for sociodemographic variables, the result revealed that the overall model explained 50% of the variance for the perceived nurses readiness for change, with authentic leadership has the only significant predictor for this model after controlling sociodemographic variables (t=8.02, p<.0001). Conclusion The relationship between authentic leadership and perceived readiness for change is crucial to facilitating the success of organizational change. The result underscores the unique contribution of authentic leadership in improving perceived readiness for change. The authentic leader fosters trust and enhances communication, which empowers the employees to embrace the change process.

Engaging hearts and minds in hospitality: the interplay between authentic leadership, affective commitment, and the Et-Moone cultural bond

ABSTRACT The fast-based and diverse work environments at hotels and tourism settings comprise specific dynamics that drive employees’ attitudes and behaviours at the workplace. However, scant attention has been dedicated towards investigating the stance of employee engagement via the lens of employees’ domestic cultural and social norms. Therefore, guided by social exchange theory, we embrace an employee-centred approach integrating various lines of inquiries (individual, institutional, and cultural) in one nomological network. Towards that end, a purposeful sampling technique was used to gather data from 681 employees working for 4–5 hotels in Jordan. Conducting multiple mediation analyses, the results revealed that indirect-only mediation regulates the associations between authentic leadership, affective commitment, and Et-Moone. Further, the findings reported a complementary mediation between the affective commitment-Et-Moone-employee engagement associations, indicating direct and indirect (via Et-Moone) influence of affective commitment on employee engagement. The findings of the current study provide a novel contingency view advancing the state of knowledge on employee engagement and relationship development and guiding firms on how to foster positive attitudes and behaviours in hospitality and tourism-relevant contexts. This research endeavour has also discussed significant conceptual and practical implications, along with research limitations and guidance for future research.

Occupational Stress in Leadership Positions: Role of Coping and Authentic Leadership

Objective: The objective of this study is to investigate occupational stress associated with leadership positions, with the aim of identifying some variables that can influence its intensity, namely, coping strategies and authentic leadership style. Theoretical Framework: In this topic, the main concepts and theories that underpin the research are presented. The themes involving coping strategy and the intersection between stress and leadership stand out, providing a solid basis for understanding the context of the investigation. Method: The methodology adopted for this research comprises analytical observational research. Data collection was carried out using an online form with socio-demographic questions and psychometric instruments. The final sample included 128 professionals who occupy leadership positions. Descriptive statistical analyses, correlation, and multiple linear regression were used. Results and Discussion: The results obtained revealed that authentic leadership style and control-type coping predict better occupational stress outcomes in leadership positions. Research Implications: The practical and theoretical implications of this research are discussed, providing insights into how the results can be applied or influence practices in the field of leadership. These implications may include actions to combat occupational stress. Originality/Value: This study contributes to the literature by associating the issue of occupational stress in leadership positions. The relevance and value of this research are evidenced by its emphasis on the role of coping and authentic leadership.

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.

A journey into wild nature shifts leaders’ mindsets toward an authentic leadership style advancing multiple SDG’s

ABSTRACT Against the backdrop of increased complexity, volatility, uncertainty and lack of confidence, the call for authentic leadership has become paramount, reflecting the SDG-agenda’s focus on economic prosperity, social inclusion, and sustainability. The current issues necessitate more than a mere alteration in leadership competencies. Scholars and practitioners have contended that a more profound shift in mindset is required. Simultaneously, leadership development is predominantly rooted in cognitive-based learning, which aims to enhance competencies—skills and abilities (skillset)—through classroom activities. The findings of three consecutive empirical studies, suggest that a deep journey into remote wilderness can profoundly impact individuals’ mindset, fostering personal growth towards a more authentic leadership style. This expansion is in line with the Inner Development Goals (IDGs) and thereby contributes to the advancement of various SDGs. Overall, the author advocates for the implementation of wilderness-based leadership transformation programs as a valuable contribution for leadership development in the pursuit of Sustainable Development Goals (SDG’s).