Effect Of Authentic Leadership Research Articles

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).

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.

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 & Hoyle, 1990), and the Utrecht Work Engagement Scale (UWES; Schaufeli & 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.

Effect of authentic leadership on Nurses’ psychological distress and turnover intention

BackgroundAt healthcare institutions, authentic leadership style has a crucial role in creating a positive work environment where nurses show higher levels of engagement and less intent to leave their jobs in environments where authentic leadership has been exhibited. AimThisstudysoughttoinvestigate authentic leadership effects on nurses’ psychological distress and their turnover intention. DesignA cross-sectional descriptive study. SettingsThe study was conducted at Kafr Elsheikh University hospitals in Egypt. ParticipantsNurses working at Kafr Elsheikh University hospitals in Egypt were enrolled (N = 285). MethodsAuthentic leadership self-assessment questionnaire, Kessler psychological distress scale, and Michaels and Spector’s (1982) 3-item scale to measure turnover intentions were used. ResultsAuthentic leadership style has a statistically significant negative relationship with psychological distress (r = -0.28), and turnover intention was found (r = -0.18) retrospectively. Whereas the results indicated that there is a statistically significant positive relationship between psychological distress and turnover intention (r = 0.52). ConclusionThis study provided additional knowledge about authentic leadership behaviors’ role in promoting psychological well-being, decreased level of nurses’ psychological distress, and their intention to leave their work.

The effect of authentic leadership on team effectiveness: The case of Chinese Women's Soccer League B teams

The effect of authentic leadership on team effectiveness: The case of Chinese Women's Soccer League B teams

An empirical study on the impact of leaders’ cross-border learning on organizational creativity: Focusing on the mediating effects of authentic leadership

An empirical study on the impact of leaders’ cross-border learning on organizational creativity: Focusing on the mediating effects of authentic leadership

The Effect of Authentic Leadership and Organizational Support on Academic Staff's Performance: An Applied Study on Upper Egypt's Universities

The Effect of Authentic Leadership and Organizational Support on Academic Staff's Performance: An Applied Study on Upper Egypt's Universities

Multi-level effects of authentic leadership on self-actualization at work – the mediating roles of authentic followership and basic psychological need satisfaction

Authentic leaders are self-aware of their values and beliefs and continuously strive to create meaningful organizational contexts that promote the growth and selfactualization of subordinates. Following self-determination theory (SDT), this study examines whether follower authenticity and basic psychological need satisfaction (BPNS) serve as mediators between the association of authentic leadership and indicators of self-actualization at work. We used the data of 53 team leaders and 171 team members from one global company. Results of three multi-level mediation models indicated that followers? authenticity and BPNS mediate the link between group leaders? authentic leadership and followers? self-actualization at work. In line with fundamental assumptions of SDT, our findings suggest that follower self-actualization is influenced by authentic leadership but also emerges from a synergistic effect between leader and follower authenticity and follower BPNS. We discuss how future research and practice may promote employee authenticity and personal development in work environments.

Authentic Leadership on Work Engagement with Psychological Capital as a Mediating Variable

The purpose of this study was to test and analyze: (1) the effect of authentic leadership on work engagement (2) the effect of authentic leadership on psychological capital (3) the effect of psychological capital on work engagement (4) the effect of authentic leadership on work engagement through psychological capital. This research is causal research. The population of this study were all employees in the finance department of PT SP Manufacturing Padang City with a total of 46 people. The sampling technique was taken using total sampling with the number of samples equal to the population of 46 people. Data collection was carried out using a questionnaire using a Likert scale. Data analysis was carried out using SmartPLS 4 software. The findings obtained from data processing in this study reveal that: (1) authentic leadership has a positive and significant effect on work engagement in the finance department employees of PT SP Manufacturing Padang City (2) authentic leadership has a positive and significant effect on psychological capital in the finance department employees of PT SP Manufacturing Padang City (3) psychological capital has a positive and significant effect on work engagement in the finance department employees of PT SP Manufacturing Padang City (4) authentic leadership has a positive and significant effect on work engagement through psychological capital in the finance department employees of PT SP Manufacturing Padang City.

When relational transparency backfires: examining the various impacts of authentic leadership on employee trust during the COVID-19 pandemic

PurposeThis study examines how the different attributes of authentic leadership influence trust and employee organization fit and how such influences differ by gender and the level of positions during the COVID-19 pandemic.Design/methodology/approachThe study employed a survey to examine US employees' perceptions toward different attributes of authentic leadership during the COVID-19 pandemic.FindingsThe study showed that self-awareness, balanced processing and internalized moral perspective positively relate to trust in the employer, mediated through employee–organization fit. However, relational transparency has a backfiring effect, negatively related to trust through the mediation of employee–organization fit. Additionally, this study highlights the differences in gender and level of positions in reactions to authentic leadership.Originality/valueThis study contributes to the understanding of internal public relations in a turbulent crisis time by proposing a mediated model that explains the effects of authentic leadership on employees' trust through their fit with the organization. Additionally, it identified that gender and position level are important factors moderating such effects.

Authentic Leadership, Komitmen Efektif dan Job Resourcefullness dalam Membentuk Kreatifitas dan Kinerja Pegawai Bank Syariah Indonesia (KCP Perbaungan)

This study aims to examine the effect of authentic leadership, effective commitment, and job resourcefullness in shaping employee creativity and performance. The population in this researcher is all employees of Bank Syariah Indonesia (kcp Perbaungan). This research uses quantitative methods, the sample taken in this study was 35 respondents using the saturated sample method. The tool used is multiple linear regression with the help of the SPSS program. The results of the t test, the value of t count < t table where -1.199 < 2.03 with sig 0.240, meaning that authentic leadership has no effect in shaping creativity, 3.199 < 2.03 with sig 0.240, meaning authentic leadership has no effect in shaping creativity, 4.416 > 2.03 with sig 0. 000, meaning that effective commitment has a positive effect in shaping creativity, 5,366> 2.03 with sig 0.000, meaning effective commitment has a positive effect on performance, 3,611> 2.03 with sig 0.001, meaning job resourcefullness has a positive effect in shaping creativity, 3,522> 2.03 with sig 0.001, job resoucefullness has a positive effect in shaping performance. Authentic Leadership is an important leadership style for leaders in the Islamic bank industry in Indonesia. Authentic Leadership will increase the affective commitment of employees, and will increase the Job Resourcesullness of subordinates. affective commitment and Job Resourcesullness will shape employee creativity and performance.

THE EFFECT OF AUTHENTIC LEADERSHIP ON INNOVATIVE WORK BEHAVIOR, PSYCHOLOGICAL EMPOWERMENT AND WORK ENGAGEMENT: A RESEARCH IN BANKING SECTOR

Purpose- The increasing uncertainty and complexity faced by organizations especially in the 21st century has made it more challenging for organizations to gain and maintain a competitive advantage. As it has been agreed more recently, the success of organizations and their long-term sustainability depend mostly on their employees. In order to cope with these difficulties and necessities of business life, employees need to exhibit different behaviors. Engaged, empowered and innovative employees create extraorninary results for their organizations. The effect of the leadership on employee behavior is confirmed toward the researches in management field. The subject of discussion is which behaviors of leaders provide expected results and the most appropriate leadership style for the situation. In the current circumstances, leaders are expected to inspire and empower employees to make decisions about how to achieve their goals; to behave ethically and have strong values, and to be aware of themselves and others, to be transparent in their relationships, and to evaluate situations objectively and impartially. The behaviors expected from leaders today lead us to think about authentic leadership. The impact of transformational and servant leadership on innovative work behavior, empowerment, and work engagement has been more studied so far. But research on the effect of authentic leadership is scarce. In this context, this study was designed to discover the effect of authentic leadership and its sub-dimensions on innovative work behavior, work engagement, and psychological empowerment. Methodology- This study is based on a quantitative method, and as such, data was collected using a questionnaire methodology. Authentic leadership, innovation work behavior, psychological empowerment and work engagement scales were used in the questionnaire to obtain the data of the research. A total of 600 usable questionnaires from Turkey's banking sector were obtained via convenience sampling methodogy. The study's data was analyzed using SPSS 24.0 and the Lisrel 8.7 program. Findings- As a result of this research, significant positive effects of authentic leadership on innovative work behavior, psychological empowerment, and work engagement were determined. Conclusion- Based upon findings, it can be stated that authentic leadership is effective in revealing employee’s innovative work behavior, psychological empowerment, and work engagement. From the practical perspective, the results of this study show that it is important for the leaders to truly understand themselves and how they affect their employees. Keywords: Authentic leadership, innovative work behavior, psychological empowerment, work engagement, banking sector. JEL Codes: M10, M19, M54

The effect of authentic leadership on proactive work -Focusing on the mediating effect of organizational commitment and the conscientiousness moderated mediating effect-

The effect of authentic leadership on proactive work -Focusing on the mediating effect of organizational commitment and the conscientiousness moderated mediating effect-