Effect Of Authentic Leadership Research Articles

Investigating the Effects of Authentic Leadership of Managers on Organizational Commitment of Teachers with Organizational Justice as the Mediator Variable

The present study was conducted by the aim of investigating the fit of the presented model for the relationship between authentic leadership and organizational commitment of staff with a mediating role of organizational justice. The population of the research included all the teachers in high schools (for male students) in Education district 2 in Qom city. From the population, 300 individuals were selected through cluster sampling. For gathering the data, authentic leadership questionnaire (Avolio et al., 2007), organizational justice questionnaire of Niehoff & Moorman (1993), and Allen & Meyer's Organizational Commitment Questionnaire (2002) were used. For analyzing the data, structural equation modeling – fit indices and path coefficients – was used. The results of the analysis showed that authentic leadership has a direct and significant effect on the organizational commitment of teachers. Also, authentic leadership has an indirect effect, through organizational justice, on organizational commitment. The other finding of the research is that organizational justice has a direct and significant effect on organizational commitment of teachers, and the offered conceptual model has a significant statistical fit, that means the explanatory model for organizational commitment based on authentic leadership and organizational justice has fitness with empirical data. Finally, based on the information obtained from structural equations model, it can also be said that all the components existing in the 3 variables of the research have positive and significant relationships with one another.

A Study on the Effects of Authentic Leadership on Psychological Capital and Knowledge Sharing in China Association for NGO Cooperation

Regardless of public sectors, private enterprises, or non-profit organizations, breach of good faith and violation of regulation are emerging endlessly in past years. A genuine and honest leader is a key success factor in maintaining organizational running. Authentic leadership is regarded as the foundation of business success. An authentic leader applies positive morality and has the highmorality and value behaviors and languages be the paradigm. It is considered in this study that a non-profit organization could effectively affect the first-line administrators and organizational volunteers, through a leader’s authentic leadership style, transform the degree of psychological capital and knowledge sharing intention and further enhance the operating performance of the non-profit organization. The leaders and administrators in China Association for NGO Cooperation, as the research samples, are distributed the questionnaires, and 428 valid copies are retrieved, with the retrieval rate 71%. The research results are summarized as following. 1. Authentic leadership shows significant correlations with psychological capital. 2. Psychological capital reveals remarkable correlations with knowledge sharing. 3. Authentic leadership presents notable correlations with knowledge sharing. 4. Psychological capital appears mediating effects on the relation between authentic leadership and knowledge sharing. This study intends to discuss whether authentic leaders in non-profit organizations could enhance the employees willing to actively share knowledge through psychological capital, provide reference opinions for the practical operation of non-profit organizations, and propose suggestions for possible directions.

학원장의 진성 리더십이 이직의도와 조직시민행동에 미치는 영향에 관한 연구

급속도로 발전하고 있는 현대사회에서 여러 현대사회의 문제점에 유연하게 대처하는 조직이 성공을 이끈다. 이러한 조직을 움직이는 최초의 원동력은 리더십이다. 본 연구에서는 리더십 중에서도 최근 이슈 가 되고 있는 진성 리더십과 조직구성원의 행위결과에 대해 검증하였다. 진성 리더십에 대한 연구는 최근 에 와서야 본격적으로 다루어진 영역이라 선행연구가 적지만, 본 연구에서는 학원장을 리더십의 중요한 주체이자 변수로 보고 연구함으로써 진성 리더십의 연구 범주를 확대하였다. 본 연구의 목적을 달성하기위해서 경상남도지역 중 마산, 창원, 진해에 소재한 25개 학원에 종사하는 강사 274명을 대상으로 설문조 사를 통해 실증분석 하였다. 주요 분석결과는 다음과 같다. 첫째, 진성 리더십이 높을수록 상사신뢰가 높 아지는 것으로 나타났다. 둘째, 상사신뢰가 높을수록 이직의도는 낮아지고, 조직시민행동은 높아지는 것 으로 나타났다. 셋째, 상사신뢰는 진성 리더십과 이직의도 사이에서 완전매개효과를 가지며, 조직시민행 동과의 사이에서는 매개효과가 없는 것으로 나타났다. 넷째, 진성 리더십이 높을수록 팀 에너지가 높아지 는 것으로 나타났다. 다섯째, 팀 에너지가 높을수록 이직의도는 낮아지고, 조직시민행동은 높아지는 것으 로 나타났다. 여섯째, 팀 에너지는 진성 리더십과 이직의도 사이에서 부분매개효과를 가지며, 조직시민행 동과의 사이에서도 부분매개효과가 있는 것으로 나타났다. 본 연구를 통해 학원조직에서 학원장의 진성 리더십과 상사신뢰 및 팀 에너지는 조직구성원의 행위결과에 유의한 영향을 미친다는 사실을 확인하였 다. 결론 부분에 이 연구의 시사점과 한계점, 그리고 향후 연구방향을 제시하였다.

The effects of authentic leadership on turnover intention

Purpose– The purpose of this paper is to examine the relationship between employees’ perception of authentic leadership and their turnover intention as mediated by employees’ work-group identification (WID) and work engagement.Design/methodology/approach– Structural equation modeling was used to analyze the data from 623 Spanish employees.Findings– Results show that authentic leadership has a negative effect on turnover intention and positive effects on work engagement and WID. The direct relationship between authentic leadership and turnover intention was found to be partially mediated by employees’ work engagement.Practical implications– One of the strongest implications that may be drawn from this study is that authentic leaders can influence employees’ turnover intentions by positively enhancing their engagement. Thus, the study highlights authentic leadership as a key element for retaining valuable employees through the promotion of employees’ work engagement.Originality/value– To the authors’ knowledge, this study is the first to analyze the association between authentic leadership and turnover intention and the meditational effect of work engagement and WID.

Effects of Authentic Leadership and Leader-Member Exchange on Employee Psychological Ownership and Organizational Commitment

Purpose – Small- and medium-sized enterprises often rely on the owner’s personal characteristics. This study aims to verify the impact of...

진성 리더십이 자아개념과 내재적 동기에 미치는 영향 - 상사동일시의 매개효과 -

진성 리더십이 자아개념과 내재적 동기에 미치는 영향 - 상사동일시의 매개효과 -

Authentic Leadership on the Frontline and Its Effects on Korean Restaurant Employees

Few studies examine whether Western leadership theories apply to Asian companies. The purpose of this study is to examine the effects of authentic leadership on perceptions of Korean restaurant workers. Results suggest authentic leadership components correlate with followers’ extra effort and perceptions of leader effectiveness. These variables, in turn, correlate with intrinsic job motivation and job satisfaction. Findings of this study are discussed in light of future research directions.

The Effect of Authentic Leadership on Organizational Commitment: The Mediating Role of Leader Trust

The Effect of Authentic Leadership on Organizational Commitment: The Mediating Role of Leader Trust

The effects of authentic leadership, six areas of worklife, and occupational coping self-efficacy on new graduate nurses' burnout and mental health: A cross-sectional study.

New nurse burnout has personal and organizational costs. The combined effect of authentic leadership, person-job fit within areas of worklife, and occupational coping self-efficacy on new nurses' burnout and emotional wellbeing has not been investigated. This study tested a model linking authentic leadership, areas of worklife, occupational coping self-efficacy, burnout, and mental health among new graduate nurses. We also tested the validity of the concept of interpersonal strain at work as a facet of burnout. A cross-sectional national survey of Canadian new graduate nurses was conducted. Registered nurses working in direct patient care in acute care settings with less than 3 years of experience were selected from provincial registry databases of 10 Canadian provinces. A total of 1009 of 3743 surveyed new graduate nurses were included in the final sample (useable response rate 27%). Participants received a mail survey package that included a letter of information, study questionnaire, and a $2 coffee voucher. To optimize response rates non-responders received a reminder letter four weeks after the initial mailing, followed by a second survey package four weeks after that. Ethics approval was obtained from the university ethics board prior to starting the study. Descriptive statistics and scale reliabilities were analyzed. Structural equation modelling with maximum likelihood estimation was used to test the fit between the data and the hypothesized model and to assess the factor structure of the expanded burnout measure. The hypothesized model was an acceptable fit for the data (χ(2) (164)=1221.38; χ(2) ratio=7.447; CFI=.921; IFI=.921; RMSEA=.08). All hypothesized paths were significant. Authentic leadership had a positive effect on areas of worklife, which in turn had a positive effect on occupational coping self-efficacy, resulting in lower burnout, which was associated with poor mental health. Authentic leaders may play an important role in creating positive working conditions and strengthening new nurses' confidence that help them cope with job demands, thereby protecting them from developing burnout and poor mental health. Leadership training to develop supervisors' authentic leadership skills may promote the development of person-job fit, thereby increasing occupational self-efficacy and new nurses' wellbeing.

The influence of authentic leadership and empowerment on nurses' relational social capital, mental health and job satisfaction over the first year of practice.

To examine a theoretical model testing the effects of authentic leadership, structural empowerment and relational social capital on the mental health and job satisfaction of new graduate nurses over the first year of practice. Relational social capital is an important interpersonal organizational resource that may foster new graduate nurses' workplace well-being and promote retention. Evidence shows that authentic leadership and structural empowerment are key aspects of the work environment that support new graduate nurses; however, the mediating role of relational social capital has yet to be explored. A longitudinal survey design was used to test the hypothesized model. One hundred ninety-one new graduate nurses in Ontario with <2 years of experience completed mail surveys in January-March 2010 and 1 year later in 2011. Path analysis using structural equation modelling was used to test the theoretical model. Participants were mostly female, working full time in medicine/surgery or critical care. All measures demonstrated acceptable reliability and validity. Path analysis results supported our hypothesized model; structural empowerment mediated the relationship between authentic leadership and nurses' relational social capital, which in turn had a negative effect on mental health symptoms and a positive effect on job satisfaction. All indirect paths in the model were significant. By creating structurally empowering work environments, authentic leaders foster relational social capital among new graduate nurses leading to positive health and retention outcomes.

The Effects of Authentic Leadership on Learning Organization and Organizational Effectiveness

The Effects of Authentic Leadership on Learning Organization and Organizational Effectiveness

Authentic Leadership - Empirical Tests of Its Effects on Employees and Mediating Mechanisms -

The main purposes of this study were to investigate the effect of authentic leadership and to describe its potential linkage to occupational self-efficacy, interpersonal trust, work engagement, and role-based performance. The unit of analysis was at the level of employees. To achieve research goals, this study employed several statistical techniques such as a series of three regression proposed by Baron & Kenny (1986) and structural equation modeling (SEM). A total of approximately 2,500 Korean workers were selected as potential survey participants, and of these, 365 workers participated in the survey. After screening and deleting missing data and an outlier, a total of 336 cases were included as the final research sample. Through comprehensive literature review this study found that there could be influential and positive relationships among the five variables previously stated. The first finding was that authentic leadership had a positive and statistically significant influence on employees’ attitudes in terms of their occupational self-efficacy and interpersonal trust, and on employees’ behavior in terms of work engagement. Another finding was that employees’ attitudes and organizational behavior positively influenced role-based performance. Moreover, the results demonstrated that occupational self-efficacy and interpersonal trust partially mediated the effect of authentic leadership on work engagement. Work engagement also partially acted as a mediator in the relationship between occupational self-efficacy and role-based performance, as well as in the relationship between interpersonal trust and role-based performance.

Mediating Role of Employee Emotions in the Relationship Between Authentic Leadership and Employee Innovation

Although researchers emphasize that the construct of authentic leadership (AL) is relevant to resolving different kinds of failures and inadequacies of leadership, it remains unknown whether or not, and how, authentic leadership style intrinsically evokes employees' innovation. Using multilevel data from 76 teams sourced from 5 enterprises in China, we applied hierarchical linear modeling and found a positive relationship between AL and employees' innovation. Employees' positive emotions were found to have a mediating effect in this relationship, whereas employees' negative emotions did not act as a mediator. Our study results extend AL theory by revealing the cross-level effects of authentic leadership, and provide practical implications to help leaders perform relevant interventions in promoting employee innovation.

Authentic Leadership and Employee Well-Being: The Mediating Role of Attachment Insecurity

The purpose of this study was to investigate the relationship between authentic leadership and the three dimensions of employee well-being (job satisfaction, perceived work stress, and stress symptoms). Furthermore, attachment insecurity was considered as a mediating factor between authentic leadership and the three dimensions of employee well-being. Data were obtained from a field sample of 212 health care providers with patient contact at five hospitals in the North East of Iran. Initially, collected data were analyzed with multiple confirmatory factor analyses. Then, structural equation modeling was applied to test proposed hypotheses. First, it was shown that authentic leadership negatively impacted attachment insecurity. Second, attachment insecurity proved to be a factor impinging upon job satisfaction. On the contrary, higher levels of attachment insecurity was associated with higher levels of perceived stress and stress symptoms. Third, it was revealed that attachment insecurity partially mediated the relationship between authentic leadership and job satisfaction and fully mediated the relationship between authentic leadership, perceived stress, and stress symptoms. According to the literature of authentic leadership, this is one of the first research studies, and literally the first in the East exploring the effects of authentic leadership on the exclusive combination of dimensions offered in this paper. Moreover, researchers in the field of management have not delved enough into attachment and its antecedents and consequences in leader–follower relationship. This is one of the first studies to provide evidence of the relationship between authentic leadership, attachment security and employee well-being. As a further analysis, the final model was separately put under the two different lens of gender (female and male) and some interesting findings were discussed in the discussion.

The Effects of Authentic Leadership on Strategic Internal Communication and Employee-Organization Relationships

This study examines how strategic leadership influences excellent internal public relations by establishing the linkage between authentic leadership, symmetrical and transparent communication, and employee–organization relationships. The results showed that authentic leadership as an antecedent factor plays a critical role in nurturing an organization's symmetrical and transparent communication system, which in turn, cultivates quality employee–organization relationships. An organization's symmetrical communication worldview greatly fosters its day-to-day transparent communication practice. Transparent communication, characterized by information substantiality, accountability, and employee participation, largely contributes to employee trust, control mutuality, commitment, and satisfaction. The impact of symmetrical communication on employees' relational outcomes is fully mediated via transparent communication. Significant theoretical and practical implications of the findings are discussed.

The Effects of Authentic Leadership on Self-Directed Learning Ability and Organizational Effectiveness : with a focus on the Members of C Medical and Bio group

The Effects of Authentic Leadership on Self-Directed Learning Ability and Organizational Effectiveness : with a focus on the Members of C Medical and Bio group

Authentic Leadership, Traditionality, and Interactional Justice in the Chinese Context

AbstractWe examine the effects of authentic leadership on subordinates in the Chinese context. Drawing on attribution processes of self-disclosure, we propose that authentic leaders engaging in self-disclosure practices cultivate subordinates’ positive feelings that their leaders like and trust them. We further explain how and why authentic leadership particularly influences highly traditional Chinese subordinates. We propose that Chinese traditionality strengthens the positive effects of authentic leadership on subordinates’ perceptions that their leader practices interactional justice, which in turn positively relates to their in-role performance, creativity, and organizational citizenship behaviour. In Study 1, we surveyed 199 employees in 47 work units from nine high-technology organizations in China. The results support the hypothesized relationships. In Study 2, we surveyed 170 employees in 46 work units from various organizations in China. The results show that authentic leadership effects remain unchanged after controlling for the effects of transformational leadership. We discuss the implications for leadership effectiveness in the Chinese context.

The Effect of Authentic Leadership on Leader Creativity: The Mediating Role of Creative Process Engagement

Synthesizing theories of leadership, activity engagement theory, and creativity, this research built and tested a theoretical model linking authentic leadership with leader creativity and the mediating effect of leader’s creative process engagement. Using survey data from 400 executives of start-up companies in China, we found that, as anticipated, authentic leadership positively affected leader creativity. Furthermore, the results indicated the partial mediating role of creative process engagement, thereby shed light on the mechanism by which authentic leadership impact leader creativity. These results yielded important implications regarding how to improve managers’ creative performance at work.

Authentic Leadership, Traditionality, and Interactional Justice in the Chinese Context. 真实型领导力、传统性与交互公平感在中国环境中的关系

We examine the effects of authentic leadership on subordinates in the Chinese context. Drawing on attribution processes of self-disclosure, we propose that authentic leaders engaging in self-disclosure practices cultivate subordinates' positive feelings that their leaders like and trust them. We further explain how and why authentic leadership particularly influences highly traditional Chinese subordinates. We propose that Chinese traditionality strengthens the positive effects of authentic leadership on subordinates' perceptions that their leader practices interactional justice, which in turn positively relates to their in-role performance, creativity, and organizational citizenship behaviour. In Study 1, we surveyed 199 employees in 47 work units from nine high-technology organizations in China. The results support the hypothesized relationships. In Study 2, we surveyed 170 employees in 46 work units from various organizations in China. The results show that authentic leadership effects remain unchanged after controlling for the effects of transformational leadership. We discuss the implications for leadership effectiveness in the Chinese context. 我们探讨在中国环境中真实型领导力对下属的影响。 基于自我表露的归因理论，我们认为真实型领导的自我表露行为会促使下属觉得领导信任和喜欢自己。我们解释了真实型领导力如何影响传统性高的下属，以及为何真实型领导力对较传统的下属尤其有影响力。我们认为传统性会增强真实型领导力对下属感知到的领导交互公平感的正面影响，进而促进员工的本职绩效、创造力和组织公民行为。在研究一中，我们调查了九个中国高科技企业中的47个团队里的199个员工。研究结果支持我们所假设的关系。在研究二中，我们调查了在多个中国企业中的46个团队里的170个员工。结果显示，即使控制了变革型领导力的影响，真实型领导力的效应依然存在。我们讨论了这些结果对研究中国领导力的指导意义。

The effects of authentic leadership on followers' ethical decision-making in the face of temptation: An experimental study

The present research investigates the impact of authentic leadership on followers' morality, operationalized as ethical decision-making, in the face of temptation. This experiment finds that authentic leadership and temptation interacted to affect individuals' ethical decision-making. Specifically, authentic leadership significantly inhibited individuals' from making unethical decisions in the face of temptation, whereas followers of neutral or less authentic leaders were more likely to succumb to temptation. Authentic leadership did not have a significant impact on ethical decision-making when temptation was absent. Further, results showed a significant moderated-mediated effect whereby the interactive effect of authentic leadership and temptation on individuals' guilt appraisal was mediated through the nature of the ethical decision. Theoretical and practical implications of these findings are discussed.