Effect Of Authentic Leadership Research Articles

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.

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.

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.

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.

Effects of Authentic Leadership on Innovative Work Behavior: Psychological Capital as Mediator and Organizational Unfairness as Moderator in Pakistani Public Sector Organizations

The purpose of this research is to determine the effects of authentic leadership on innovative work behavior (IWB) in the context of Pakistan’s public sector organizations, with the mediating effect of psychological capital and moderation by organizational unfairness. This study adopted a quantitative research design and questionnaires were used to collect data from 314 respondents, and the data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) technique. The outcomes show that the degree of authentic leadership has a positive impact on the level of IWB. As in the case of psychological capital, it is effective in mediating this relationship, thus underlining the significance of leaders supporting self-efficacy, hope, resilience, and optimism among the workforce to enhance innovation. Furthermore, the organizational unfairness to a great extent moderates the relationship between authentic leadership and IWB; the role of the right environment in encouraging employees’ innovation. This research fills the gap in the literature by describing and explaining authentic leadership and innovation in the context of the public sector organizations. The managerial implications stress the significance of the leadership development initiatives aimed at strengthening the authentic leadership in organizations and creating the supportive environment that would help improve creativity and organizational performance.

Effect of Authentic Leadership on Organizational Trust and Commitment in Sweden

Purpose: To aim of the study was to analyze the effect of authentic leadership on organizational trust and commitment in Sweden. Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries. Findings: Authentic leadership in Sweden significantly enhances organizational trust and employee commitment by fostering a culture of transparency, ethical behavior, and consistency. Employees perceive authentic leaders as genuine and reliable, which boosts mutual respect and openness, leading to higher levels of job satisfaction and loyalty. This leadership style promotes open communication and collaboration, encouraging employees to share ideas and feedback, thereby driving innovation. Unique Contribution to Theory, Practice and Policy: Transformational leadership theory, social exchange theory & leader-member exchange (LMX) theory may be used to anchor future studies on effect of authentic leadership on organizational trust and commitment in Sweden. Organizations should invest in training programs that focus on developing authentic leadership qualities among their leaders. These programs should emphasize self-awareness, transparency, ethical behavior, and consistency in actions and values. Develop organizational policies that support and promote authentic leadership behaviors. This includes policies related to leadership selection, promotion criteria, and performance evaluation that prioritize authenticity and ethical conduct.

The effect of authentic leadership on psychological capital: The case of sports businesses

It is known that workplaces with an authentic leadership approach create conditions where employees have a high level of trust and contribute to their employees being positive and feeling stronger. In this regard, the authentic leadership approach is thought to be an important explainer of psychological capital, which is one of the personality traits that contribute to the productivity of employees. In this context, the aim of the study is to examine the effect of authentic leadership on psychological capital. In this research, the relational screening model, one of the quantitative research approaches, was used. 270 people, 138 men (51.1%) and 132 women (48.9%), selected by convenience sampling method from among the people working in businesses providing sports services in Istanbul, participated in the research voluntarily. In the analysis of the data, through the SPSS package program; Pearson Correlation analysis was used to determine the relationships between variables, and regression analysis was used to determine the effect of authentic leadership on psychological capital. It has been observed that there is a positive relationship between authentic leadership and psychological capital. In addition, regarding the main purpose of the research, it has been determined that authentic leadership has a positive effect on psychological capital. As a result, it was concluded that employees' authentic leadership characteristics have a significant impact on their psychological capital levels (Extended English summary is at the end of this document) Özet Otantik liderlik yaklaşımına sahip iş yerlerinin çalışanlara yüksek düzeyde güvenin yer aldığı koşullar oluşturduğu, çalışanlarının pozitif olmalarına ve kendilerini daha güçlü hissetmelerine katkıda bulunduğu bilinmektedir. Bu doğrultuda otantik liderlik yaklaşımının, çalışanların verimliliğine katkı sağlayan kişilik özelliklerinden biri olan psikolojik sermayenin önemli bir açıklayıcısı olduğu düşünülmektedir. Bu bağlamda çalışmanın amacı, otantik liderliğin psikolojik sermaye üzere etkisinin incelenmesidir. Bu araştırmada nicel araştırma yaklaşımlarından ilişkisel tarama modelinden faydalanılmıştır. Araştırmaya İstanbul’da spor hizmeti veren işletmelerde çalışan kişiler içinden kolayda örnekleme yöntemiyle seçilen 138 Erkek (%51.1) 132 Kadın (%48.9) 270 kişi gönüllü olarak katılım göstermiştir. Verilerin analizinde SPSS paket programı aracılığıyla; değişkenler arasındaki ilişkileri belirlemek için Pearson Korelasyon analizi, otantik liderliğin psikolojik sermaye üzerine etkisini belirlemek için regresyon analizi kullanılmıştır. Otantik liderlik ile psikolojik sermaye arasında pozitif ilişki olduğu görülmüştür. Ayrıca araştırmanın temel amacına ilişkin olarak, otantik liderliğin psikolojik sermaye üzerine pozitif etkisi olduğu tespit edilmiştir. Sonuç olarak, çalışanların otantik liderlik özelliklerinin psikolojik sermaye düzeyleri üzerinde önemli bir etkiye sahip olduğu sonucuna ulaşılmıştır.

Effects of Authentic Leadership on Intrapreneurial Behaviour: A Study in the Service Sector of Southern Spain.

Employees currently face an increasingly demanding environment in terms of intrapreneurial behaviour due to the key role it plays in the survival of companies and the elimination of threats in the organisational environment. This paper investigates the antecedents of intrapreneurial behaviour in the service sector in southern Spain, analysing the relationships between it and authentic leadership, as well as the mediating role of practiced creativity, autonomy and meaningful work. This study uses a quantitative approach through the distribution of a questionnaire. A total of 333 employees completed the research questionnaire. The results show that although authentic leadership has a significant negative direct effect on intrapreneurial behaviour, it positively and significantly promotes it through practiced creativity and meaningful work. In contrast to the previous two mediations, the mediation of autonomy was not significant. This research provides empirical findings that can contribute to a better understanding of intrapreneurial behaviour by highlighting the importance of balanced, authentic leadership and offering guidance to organisations in designing a work climate that enhances organisational effectiveness.

Conservation of resources perspective on authentic leadership and employee well-being: The influence of job stress and emotional intelligence.

Health care industries must consider their sustainable development, and employee well-being is a crucial environmental, social, and governance indicator that should be prioritized. During events such as the COVID-19 pandemic, information transparency is a concern for health care workers. Authentic leaders can build trust by openly sharing their thoughts and feelings. Understanding how authentic leadership affects employee well-being through job stress and how emotional intelligence reduces job stress is essential for health care workers. This study investigated the effect of authentic leadership on employee well-being and considered the mediating role of job stress and moderating role of emotional intelligence in this effect. A time-lagged survey of 452 full-time health care workers (comprising nurses, allied health professionals, and administrative workers) from a general hospital in Taiwan was conducted. Authentic leadership was positively associated with employee well-being, and job stress mediated the effects of authentic leadership on employee well-being. Among the employees who perceived leadership to be authentic, those with higher emotional intelligence felt less job stress. From the perspective of conservation of resources theory, authentic leadership was identified as a crucial factor influencing how health care workers reduce job stress and improve their well-being. Emotional intelligence was identified as essential in enhancing the effects of authentic leadership on reducing the job stress of health care workers. Organizations should promote authentic interactions between leaders and followers and provide training for developing authentic leadership. They should also provide training to improve their employees' emotional intelligence.

Authentic Leadership and Socially Responsible Behavior: Sequential Mediation of Psychological Empowerment and Psychological Capital and Moderating Effect of Perceived Corporate Social Responsibility

The aim of the study is to explore the relationship between authentic leadership and socially responsible behavior among employees in Saudi Arabia’s service sector, which aligns with Saudi Vision 2030. Utilizing social cognitive theory as the theoretical framework, the research proposes that authentic leadership indirectly influences socially responsible behavior through psychological empowerment and psychological capital as parallel and serial mediators. Additionally, the study examines the moderating effect of CSR perceptions on these relationships. A cross-sectional survey was conducted with 349 professionals from the service sector. The results, analyzed using partial least squares structural equation modeling (PLS-SEM), revealed that authentic leadership does not directly impact SRB. Instead, the relationship is fully mediated by psychological empowerment and psychological capital. Moreover, CSR perceptions significantly moderate the relationship between authentic leadership and psychological empowerment and have an indirect effect of authentic leadership on SRB through psychological empowerment and psychological capital. The findings highlight the importance of fostering an authentic leadership style and the way the psychological resources of empowerment and psychological capital carry forward this effect to promote SRB in the service sector. Additionally, the study underscores the role of CSR perceptions in strengthening the impact of authentic leadership on employee outcomes. The research contributes to the literature on leadership, CSR, and employee behavior and also offers practical implications for organizations aiming to enhance their social responsibility initiatives.

The effect of authentic leadership on Generation Z’s turnover intention: The mediating role of corporate social responsibility

The effect of authentic leadership on Generation Z’s turnover intention: The mediating role of corporate social responsibility

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).

Effect of authentic leadership on nurses’ stress, burnout, presenteeism during COVID-19

PurposeThe COVID-19 pandemic has burdened the health-care system and exposed nurses to immense stress. This study therefore aims to investigate nurses’ mental well-being who are working with COVID-19-positive patients. Burnout leads to decreased productivity and manifests as emotional exhaustion, depersonalisation (cynicism) and low personal accomplishment (professional efficacy). Authentic leadership is built on a humanistic value system, which is the core value of nurses and other health-care professionals. This study therefore used authentic leadership as the independent variable.Design/methodology/approachA cross-sectional quantitative research method was adopted by distributing validated online questionnaires to 1,334 nurses in a private pathology laboratory and 241 questionnaires were analysed with 93.4% female respondents. Multiple linear regression model testing was conducted.FindingsMultiple regression analyses showed statistically significant negative correlations between authentic leadership and emotional exhaustion, cynicism, job stress and job-stress-related presenteeism, and a positive correlation between authentic leadership and professional efficacy.Practical implicationsThis study provides empirical data to encourage organisations to focus on developing authentic leaders to decrease nurses’ burnout, job stress and presenteeism. The health-care sector should strive to create an environment where nurses are valued and their talent is recognised to increase employee engagement and commitment.Originality/valueThere were two contributions in this study: first, to determine whether there is a relationship between authentic leadership job stress and job-stress-related presenteeism. Second, to determine whether there is a relationship between authentic leadership and the three sub-constructs of burnout.

The positive role of authentic leadership in organizations negatively affected by cognitive diversity.

Workplace diversity has recently gained increasing significance and urgency in business organizations. This promotion may stem from information processing, and specifically from information elaboration. Information elaboration leverages diverse task-related information and skills possessed by members, fostering the exchange of diverse perspectives, elaborate discussions, and achieving high team performance. In this context, cognitive diversity, encompassing members' knowledge, skills, and perspectives, may have a positive impact. However, some previous studies suggest that cognitive diversity can lead to affective conflict and impede information processing. In organizations with highly homogeneous social and cultural backgrounds, cognitive diversity may not be effectively utilized in the information elaboration process, potentially yielding negative effects. Authentic leadership is recognized as a significant contributor to facilitating team processes including information processing, with various studies demonstrating its effectiveness. This study hypothesized that cognitive diversity negatively affects the information elaboration process, while authentic leadership has a positive effect. To test these hypotheses, we employed multilevel structural equation modeling analysis based on data collected from 375 respondents in 90 teams across various industries in Japan. The results showed that cognitive diversity negatively affects information elaboration at the individual level. By contrast, authentic leadership positively affects information elaboration at both individual and team levels. These findings suggest that the effect of cognitive diversity on information processing in the workplace may not always be positive, particularly in a sociocultural context that values homogeneity, as observed in Japanese organizations. This study advances the literature on authentic leadership by validating its effect on information elaboration and provides practical implications for diversity management. Additionally, it underscores the effectiveness of authentic leadership in leveraging team members' cognitive diversity to facilitate information elaboration.

The authentic leader in times of crises: a portrait of the effects of authentic leadership on the well-being of its employees during the COVID-19 pandemic

Purpose: The pandemic caused by the new new-sars-cov-2 variant significantly modified working conditions. In this context of crisis, leaders have come to occupy an even more sensitive and strategic place for companies. In this way, this article intended to study how an authentic leadership style could influence employees during the pandemic caused by COVID-19. Methodology: We used a quantitative approach. More specifically, through Structural Equation Modeling, by the SmartPLS 3.0 software, we analyzed data from a survey conducted with 1142 participants. Findings: The results show that organizations led by leaders who are considered authentic by their employees are more likely to take particular actions during the COVID-19 pandemic, which contributed to reducing work stress. Additionally, the presence of an authentic leader presents a direct influence on the professional stress levels decreasing of the respondents. Originality: Several studies have analyzed professional contexts during the COVID-19 pandemic, but they have made little correlation with the adopted leadership style, as in this study. In addition, the scope of the sample and the use of Structural Equation Modeling make the article unique.

Mental health in athletes: Does authentic leadership matter?

Recent research has attested to the prevalence of mental health issues in sport, and the need to identify factors that could promote athletes’ mental health. In this study, we investigated: (a) whether authentic leadership is associated with athletes’ mental health directly and indirectly via psychological capital and prosocial and antisocial behaviour experienced from one’s teammates; and (b) whether the hypothesized model testing these relationships is the same in higher versus lower competitive level athletes. We examined two dimensions of mental health, namely positive mental health and mental illness. A total of 751 athletes (Mage = 22.92, SD = 8.53; 294 female) from a range of sports completed a multi-section questionnaire administered via an online survey. Path analysis showed that authentic leadership was positively related to positive mental health via psychological capital and prosocial behaviour and negatively linked to mental illness via psychological capital and antisocial behaviour. The effects of authentic leadership on positive mental health via prosocial teammate behaviour and subsequently psychological capital, and on mental illness via prosocial teammate behaviour, were stronger in higher compared to lower competitive level athletes. The findings suggest that by adopting an authentic leadership style coaches could strengthen athletes’ positive mental health and protect them from mental illness. This may happen by increasing athletes’ psychological capital and prosocial behaviour within the team and decreasing antisocial behaviour within the team.

Psychological Capital and Work Stress Mediated by Authentic Leadership and Moderated by Gender

The purpose of this study was to validate a model that examines the effect of psychological capital on work stress, the mediation of authentic leadership, and the moderating effect of gender on this relationship. The study used a structural equation analysis to validate the research hypotheses in a sample of firms from different industries. The results confirm that psychological capital has a negative impact on work stress, as well as a positive relationship with authentic leadership, and the latter has a negative impact on work stress. The mediating effect of authentic leadership on the relationship between psychological capital and work stress was also confirmed. In addition, gender moderation shows that the impact of psychological capital on reducing work stress is stronger for women than for men. The findings provide conceptual information for improving employee performance by empirically validating the relationship between three constructs that have not previously been studied in an integrated manner. It also takes into account the differences between men and women in coping with work stress, which is very important for organizations. The surveys of the constructs studied are a potential source of information for managers because they help identify factors that contribute to improved employee performance. As with all research that examines psychological constructs, the present study has limitations related to the operationalization of these constructs. Future studies could replicate and extend the research in other economic sectors and with other demographic and cultural variables. The influence of other contexts on the relationships studied could be identified.

Effects of Authentic Leadership, Behavioral Integrity, and Project Governance on Project Performance

While literature indicates that leadership plays an important role in project management and impacts project performance, it remains unclear what characterizes an effective leadership style in project management. Drawing on authentic leadership, behavioral integrity, and project governance research, and using cross-sectional data from multiple industries, we propose and test a leadership performance model to examine how authentic leaders and leaders with behavioral integrity affect their project team’s performance. We find that authenticity and behavioral integrity in a project manager enhance project performance, and that project governance mediates the relationships between leader authenticity and project performance, and between leader behavioral integrity and project performance.

The Influence of Authentic Leadership Perception on Clinical Nurses’ Voice Behaviour and the Mediating Effect of Conscientiousness

Aims and Objectives. The objective of this study was to examine the impact of authentic leadership and conscientiousness on the voice behaviour exhibited by nurses. Background. Clinical nurses, being integral members of the medical system and actively engaged with patients and their families, possess significant influence in addressing various work-related issues and contribute significantly to the advancement of clinical services and the overall stability of hospitals within the nursing team. Consequently, it is imperative to prioritize the consideration of nurses’ recommendations in order to identify the factors that can effectively enhance their enthusiasm in vocalizing their concerns. Design. Data in this cross-sectional descriptive study were collected from March 2021 to August 2021 by the online survey method. Methods. A total of 679 Chinese nurses were surveyed with a Chinese Big Five Personality Inventory Brief Scale, an Authentic Leadership Scale, and a Voice Behaviour Scale. Because the data were normally distributed in our study, Pearson’s correlation coefficient (r) was used to conduct the correlation analysis of the study variables. The structural equation model was used to examine the mediating role of conscientiousness. Results. The results showed that the influencing factors of nurses’ voice behavior were education background, employment mode, nursing seniority, and monthly income (p<0.05). In addition, authentic leadership, conscientiousness, and voice behaviour were significantly positively correlated (the correlation coefficients are 0.632 and 0.630, respectively, p<0.05). Conscientiousness plays a partial mediating role in authentic leadership. Conclusion. Authentic leadership was the key to improving the voice behaviour of nurses; as a mediating mechanism, conscientiousness further explained how authentic leadership promoted the voice behaviour of nurses. The effects of authentic leadership, conscientiousness, and voice behaviour could be used to guide the management of clinical nurses. In particular, the authentic leadership style perceived by nurses and the conscientiousness of nurses would contribute to the generation of voice behaviour.

Still waters run deep: differences in employee empowerment between public and private sector firms in India

The different structural contexts of public and private sector firms frame the specific organizational work environment. However, public-private comparative studies have been unable to isolate how these differences influence aspects of organizational work, such as employee empowerment, with similarities and differences among key constructs. We develop a contingency view of employee empowerment, theoretically arguing and empirically demonstrating how authentic leadership with different levels of organizational politics influences employee empowerment in different contextual settings, namely public vs. private sector firms. We present evidence of a three-way interaction. We surveyed 173 senior Indian managers working in public and private sectors to measure their perceptions of empowerment, authentic leadership, and organizational politics. Employing ordinary least-square regression, we tested for simple and complex interactions. We found that authentic leadership had interactive effects on how organizational politics and public-private differences impact empowerment. The differences in the effect of authentic leadership on employee empowerment between public and private firms became more, with an increase in organizational politics.