Role Of Authentic Leadership Research Articles

The Role of Authentic Leadership in Shaping Innovative Organizational Cultures

Authentic leadership is the behavior pattern of a leader who is trustworthy, objective, positive thinking, hopeful, well aware of the mission of the organization he leads, is able and ready to overcome organizational problems, a leader who looks confident, optimistic, tenacious, resilient transparent, well-moral, ethically highly dedicated, future-oriented, and gives priority to colleagues to become leaders with integrity and high commitment. This paper aims to analyze and evaluate the role of authentic leadership in shaping innovative organizations. Increasing insight into the role of authentic leadership in shaping innovative culture based on the review literature shows that authentic leadership in shaping innovative culture is one of the keys to the most important efforts that organizations need to develop and improve the quality of organizations to compete with competitors on a national and international scale.

Authentic followership in Madurese Public Organization: The role of authentic leadership

This study aimed to determine the influence of authentic leadership on authentic followership in public organizations in Madura. The dimensions of authentic leadership and authentic followership are self-awareness, balanced processing, relational transparency, and internalized moral perspective. Authentic leadership and followership are important for public organizations in Madura because they can help improve organizational performance. The authors conducted a survey study on 260 samples in a Madurese public organization. The characteristics of this research sample are that they have been members of the organization for at least 2 years and carry out a subordinate role. The research measuring tools used are the Authentic Leadership Inventory [ALI] and the Authentic Followership Scale. The results of this study suggest that the hypothesis is accepted, i.e., there is a significant influence of authentic leadership on authentic followership. In addition, authentic leadership has a substantial effect size on authentic followership. Authentic leadership influences authentic followership through 10 processes. These processes are role modeling, trust and psychological safety, value alignment, empowerment, feedback and development, authentic communication, encouragement of individuality, personal growth, ethical leadership, and shared vision and meaning. The implication of the results of this research is to develop the role of leaders in organizations so that they can become authentic leaders, which will impact followers. Suggestions for further research are to identify factors other than authentic leadership, which influence authentic followership.

Unravelling the interplay of authentic leadership, emotional intelligence, cultural intelligence and psychological well-being

Orientation: Organisations are met with many challenges specifically effective leadership of employees. The role of authentic leadership (AL) in the relationship between emotional intelligence (EQ), cultural intelligence (CQ), and psychological well-being (PWB) can add valuable insights to organisations.Research purpose: The study’s focus was to understand the relationships between EQ, AL, CQ, and PWB. Furthermore, it sought to explore the mediating effect AL has in the proposed model.Motivation for the study: Developing well-rounded leaders and managers to adopt an AL style, can increase positive outcomes for employees and organisations.Research approach/design and method: A quantitative cross-sectional survey design was used to collect the data from a sample of 279 managers in South African organisations. The study employed structural equation modelling (SEM) to analyse the data and test hypotheses.Main findings: The study’s findings indicated that the proposed model fit well and showed positive connections between AL, EQ, CQ, and PWB. Additionally, the research revealed that AL played a mediating role in the relationships between EQ, CQ, and PWB.Practical/managerial implications: The findings showed that employing an AL style in the workplace can be strengthened by the development of EQ, CQ, and PWB practices and interventions.Contribution/value-add: This study contributes to the deeper understanding of the integrative connections between AL, EQ, CQ, and PWB for managers.

The Role of Authentic Leadership in Fostering Work Engagement and Innovative Behavior in The Creative Industry

The Role of Authentic Leadership in Fostering Work Engagement and Innovative Behavior in The Creative Industry

Authentic leadership and job burnout: Mediating effects of positive psychological capitals

This study explored methods for reducing job burnout among organizational members working in highly stressful job environments from the perspective of positive organizational scholarship. In particular, we focused on the role of authentic leadership, an alternative leadership concept that has recently received much attention in the leadership literature. To explain the mechanism underlying the effects of authentic leadership on job burnout, the mediating effect of positive psychological capitals (PsyCap), a critical variable of positive psychology, was analyzed. To examine the proposed hypotheses, data were collected through a survey of employees of the Defense Acquisition Program Administration and analyzed. The results of the analyses demonstrate that authentic leadership has positive effects on team members' positive PsyCap, which in turn reduces their job burnout. In particular, in the relationship between authentic leadership and job burnout, all sub-factors of team members’ positive psychological capital revealed partial mediating effects, with the most significant mediating effect being optimism. Based on the results, we propose several suggestions to strengthen both authentic leadership and positive PsyCap within military organizations.

The role of authentic leadership on healthcare Street‐Level Bureaucrats’ well‐being during the pandemic

AbstractThis study uses Conservation of Resources Theory, to explain Street‐Level Bureaucrats’ (SLBs) workplace behavioural responses to threats to their well‐being. We examine whether authentic leadership within street‐level organisations positively impacts employee well‐being by increasing SLBs’ perception of personal resources, and reducing their perceptions of work harassment. The research design comprises a survey that solicited quantitative and qualitative data from 163 healthcare SLBs working in Australian hospitals during the pandemic in April 2020. Analysis of the means indicates low levels of satisfaction with leadership and low levels of well‐being for SLBs. The structural equation modelling findings show that poor leadership is associated with higher levels of work harassment and lower levels of employee well‐being. Qualitative data support these findings. As healthcare workers were already listed as over‐represented in the stress‐related workers compensation statistics, one strategy may be to improve the level of organisational support by upskilling managers in authentic leadership behaviours with the aim of increasing their perception of support so as to increase employee well‐being. This will benefit employees and their families, and the community they service.Points for practitioners Street‐Level Bureaucrats (SLBs) have been increasingly experiencing the public sector gap (demand outstripping supply of resources) because of the dominance of the austerity‐driven managerialist paradigm. The recent COVID‐19 crisis amplified the severity and impact of the public sector gap causing increased perceptions of work harassment and reductions in SLBs’ well‐being. However, SLBs with high levels of Psychological Capital had a natural buffer in place to protect their well‐being, and as such, they perceived less work harassment and erosion of their well‐being. The way forward is to complement the austerity‐driven managerialist paradigm in management decision‐making with authentic leadership behaviours focused on maximising the well‐being of SLBs and the public.

Innovative work behavior driving Indian startups go global – the role of authentic leadership and readiness for change

PurposeThe purpose of the study was to find out the effect of authentic leadership on innovative work behavior among employees in the context of Indian startups that have gone global in the past one decade. The study also aimed to investigate the mediating effect of one organizational-level variable, i.e. organizational climate and one individual-level variable, i.e. readiness for change on the direct relationship between authentic leadership and innovative work behavior.Design/methodology/approachThe study used survey method with a sample of 261 employees working in Indian startups that have gone global in the past one decade. Authentic leadership, organizational climate, readiness for change and innovative work behavior were measured using standardized questionnaires.FindingsStructural equation modeling revealed that authentic leadership had significant direct effect on innovative work behavior and this effect was mediated by readiness for change. However, organizational climate had no significant effect.Practical implicationsThe findings of the study have important implications for startups that employ millennials as employees and have plans to go global. Millennials have very different characteristics in the workplace and they regard authenticity in the leader very highly. Since they are assertive and they question everything, it becomes imperative for founder-leaders to exhibit authenticity in their actions, words and thoughts.Originality/valueThis is the first study in the context of Indian startups that have gone global by taking important variables of authentic leadership, readiness for change and innovative work behavior.

Liderul autentic și capitalul psihologic în mediul militar

“Authentic leadership” is a significant area of research. Based on the theory, which explains how individuals establish a social and professional relationship, we have postulated a statistical relationship between authentic leadership and psychological capital. Thus, the implications of this type of relationship for theory and practice are discussed in the paper. In this study, we intend to conduct an exploratory study to demonstrate not only the role of authentic leadership in the military organization, but also how it is achieved. The study aims to identify whether there is a significant relationship between authentic leadership and psychological capital. Why is such research important in the military environment? Because military leaders can motivate subordinates both inside the organization and outside the chain of command. Being an authentic leader is much more complex than simply “giving an order”. An authentic leader’s influence on other colleagues or subordinates can take many forms.

The Authentic Leader and Psychological Capital in the Military Environment

“Authentic leadership” is a significant area of research. Based on the theory, which explains how individuals establish a social and professional relationship, we have postulated a statistical relationship between authentic leadership and psychological capital. Thus, the implications of this type of relationship for theory and practice are discussed in the paper. In this study, we intend to conduct an exploratory study to demonstrate not only the role of authentic leadership in the military organization, but also how it is achieved. The study aims to identify whether there is a significant relationship between authentic leadership and psychological capital. Why is such research important in the military environment? Because military leaders can motivate subordinates both inside the organization and outside the chain of command. Being an authentic leader is much more complex than simply “giving an order”. An authentic leader’s influence on other colleagues or subordinates can take many forms.

The Effect of Authentic Leadership on Nurses' Trust in Managers and Job Performance: A Cross-Sectional Study.

Nurse leaders have the responsibility to build healthy work environments for staff nurses and enhance nurses' outcomes. Authentic leadership is one of the leadership theories that have been shown to have positive impacts on nurses' outcomes. The goal of this study was to test the effect of authentic leadership on trust in managers and job performance among nurses in Saudi Arabia. A non-experimental, cross-sectional design was applied. A total of 116 nurses who met the inclusion criteria completed the survey. To test the study variables, three different scales were used. The data in this study were analyzed using SPSS version 28.0.1.1. The findings of this study showed that there were significant and positive effects of authentic leadership and its four components on trust in managers. However, no relationships were found between authentic leadership and its four elements, and job performance. Authentic leaders have the ability to improve work environments by building a trustful relationship with nurses. This study focuses on the role of authentic leadership in nursing practice and its essential effects to enhance the work environments. It also provides future researchers in Saudi Arabia with comprehensive knowledge about conducting studies of authentic leadership in nursing and examine its effects on outcomes related to nurses.

“One of these things is not like the others”: the role of authentic leadership in cross-cultural leadership development

PurposeThe purpose of this research is to explore a possible relationship between the presence of authentic organisational leadership and the leadership development experience.Design/methodology/approachThis study uses a qualitative exploratory hybrid research design which draws on data from multiple sources. Data were collected by means of semi-structured interviews, document analysis and non-participant observations across two case study organisations in Saudi Arabia.FindingsThe authors' findings suggest that the presence of authentic leadership (AL) within an organisation is a significant factor in the leadership development experience. This study also highlights the key importance of advancing leadership development theory that is holistic and comprehensive.Research limitations/implicationsThe study was conducted as case studies within a specific social context. Findings cannot be generalised but offer valuable direction for future research.Originality/valueThe research advances leadership development theory by highlighting the inadequacy of the person-focussed perspective and offering exploratory evidence for the role of social context, organisational leadership and organisational artefacts in the leadership development process.

Social Impact: The Role of Authentic Leadership, Compassion and Grit in Social Entrepreneurship

This study examines the influence of leadership on social entrepreneurs; specifically, the impact of authentic leadership, compassion and grit on entrepreneurial processes and performance outcomes with a sample of Americans social entrepreneurs ( n = 284). Entrepreneurial process dimensions include individual innovation, opportunity recognition and social networks, and performance outcomes encompass social and financial performance, capturing dual mission characteristics of social entrepreneurship. The differing impacts of authentic leadership, compassion and grit are demonstrated, where authentic leadership influences all the dependent variables listed above, while compassion has a lesser positive influence on outcomes, except economic performance. Grit, only has a positive influence on innovation and economic performance. This research highlights that authentic leadership through its meaningful engagement is a more effective driver of multiple outcomes in social entrepreneurship, confirming that this new social business form works well with this newer social entrepreneurship leadership style.

Burnout and the role of authentic leadership in academic medicine

BackgroundRecently, there has been increasing evidence that reducing burnout in healthcare providers requires significant organizational efforts that include the integration of leadership strategies.MethodsFocus groups were conducted across four health systems within the University of Colorado Department of Medicine in four affinity groups (administrative staff, medical trainees, research faculty, and clinical faculty). Authentic leadership theory was used for analysis to advance the understanding of the role of leadership style upon participants’ work experiences and preferences, and to identify opportunities for translation of site-specific results to other academic medical settings.ResultsStudy participants from each affinity group believed their clinical leaders lacked objectivity with decision-making (lacking “balancing processing”), which contributed to their overall feeling of powerlessness. The experience of increasing work demands was salient throughout all twelve focus groups, and participants identified leadership that interacted in a more open and self-disclosing manner (“relational transparency”) as alleviating at least some of this burden. Strong preference discernable alignment between their leaders’ decision-making and their internal moral compass of values (demonstrating “internalized moral perspective”) was described, as was clinical leaders demonstrating “self-awareness” (having a self-reflective process that informs the leader’s decision-making). Comparing affinity group experiences within each authentic leadership theory construct identified the relevance of contextual factors, such as work setting and roles, upon employees’ perceptions and expectations of their leaders.ConclusionsUse of authentic leadership theory advanced the understanding of the association between leadership traits and experiences of burnout amongst a large group of academic clinicians, researchers, trainees, and administrative staff. Leadership styles that promoted relationship transparency, openness, and support were preferred and fostering these traits may help address the demands in academic medicine, including symptoms of burnout.

Exploring the role of authentic leadership in nursing.

Authentic leadership is a relatively new concept in nursing, with limited studies undertaken into its application in healthcare. Authentic leadership emphasises the importance of the leader being true to their personal core values and developing honest relationships with team members, valuing their contributions, and behaving ethically and transparently. Trust is a central tenet of authentic leadership that aims to lead to increased staff engagement, and enhanced individual and team performance. This article explores the principles, benefits and challenges of authentic leadership, as well as examining its potential role in nursing.

Work engagement and organizational commitment on millennial employees in terms of authentic leadership perception

Work engagement and organizational commitment are research concepts that still need to be studied in Indonesia. Millennial employees are the generation that is dominating almost all organizations in Indonesia. The study aimed to examine how the role of authentic leadership is on work engagement and organizational commitment for millennial employees. Data were collected from 171 millennial employees in private and start-up companies through online and offline surveys. The quantitative method by survey method was applied in this study. Three scales were used to collect data, including the Utrecht Work Engagement Scale of work engagement (17 items), Organizational Commitment Questionnaire (15 items), and Authentic Leadership Questionnaire (24 items). The data analysis used multivariate analysis of covariance (MANCOVA). Results showed authentic leadership has a positive role in work engagement and organizational commitment, so the research hypothesis is accepted. This study further clarifies the contribution of authentic leadership in generating high work engagement and organizational commitment of the millennial generation. By applying authentic leadership, the leader may enhance millennial employees' work engagement and organizational commitment.

The Influence of Authentic Leadership on the Performance of Tasks

This study aims to examine the overall mechanism of the role played by authentic leadership in influencing employee job performance by using a social cognitive theory approach. This study takes the initiative by examining a more progressive role of authentic leadership on employee performance through positive attitudes and contextual factors. To test this comprehensive process, this study uses multivariate SEM analysis and 357 respondents who are civil servants. The results show that: (1) authentic leadership has a positive effect on trust in leaders; (2) trust in the leadership has a positive effect on work engagement; (3) work engagement has a positive effect on task performance; (4) co-workers' support moderates the effect of work engagement on task performance. This research contributes to the testing of the integrative mechanism of the role of authentic leadership plays in employee performance and the enrichment of the context of role of the authentic leadership in the government organizational environment.

The Role of Authentic Leadership on Employee Engagement in Europe

Authentic leadership encourages self-awareness, relational transparency, balanced processing and Internalized moral perspective of information and the relations with respect to the leaders working with their subordinates, consequently cultivating positive self-improvement. This study related the idea of authentic leadership in refining employee engagement. The concepts of authentic leadership incorporate self-awareness, relational transparency, balanced processing and relational transparency. An extensive literature review was done to infer the findings, conclusions, and recommendations. In perspective on the assessed review, authentic leadership positively affect and employee engagement. There was a significant and positive connection between authentic leadership, work fulfilment and employee engagement. Numerous studies concluded that teams with more authentic characteristics in their leaders, had more satisfied and engaged employees. The influential mentors were perceived as authentic leaders who acted within dimensions that were consistent with authentic leadership theory: self-awareness, relational transparency, balanced processing and internalized moral perspective. Employee engagement is positively influenced by quality employee organization relationships and positive internal reputation. Results showed that both leader’s consistency between words and actions as well as their balanced processing are positively related to employee engagement. As an antecedent, authentic leadership critically affects the nurturing of an organization’s transparency and positive employee relational outcomes, which, in turn, enhance reputation and thus overall performance. Keywords: Authentic Leadership, Employee Engagement & American Workplaces.

The Role of Authentic Leadership in Shaping Performance Feedback Reactions: The Mediating Role of Trust in Leader

In this study we attempted to explore the effect of authentic leadership on followers’ feedback reactions in the performance appraisal context using trust in leader as the mediating variable. We collected data from a sample of 183 employees working in the information technology sector of Pakistan using a self-administered questionnaire, employing a cross-sectional study design with convenience sampling technique. The study provided empirical evidence about the effect of authentic leadership on performance feedback reactions and the associated mediating mechanism. It drew on authentic leadership theory and investigated why such a leadership style was important in making the performance appraisal process successful and effective. As hypothesized, authentic leadership significantly predicted perceived feedback accuracy and utility (two feedback reactions in performance appraisal). Our findings confirmed that there was a significant mediating effect of trust in leaders between authentic leadership and performance feedback reactions. The inferences drawn based on the results suggested that raters’ authenticity in performance appraisal context creates a trusting situation and leads to ratees’ perception of feedback accuracy and utility.

Dynamic organisational capabilities: The role of authentic leadership and trust

Orientation: The world of work has become unstable and precarious, thereby accentuating the need to maintain dynamic capabilities such as sensing, seizing and reconfiguring to adapt and thrive. Associated challenges potentially threaten the well-functioning of organisations and their employees. This problem might be alleviated by encouraging the leaders to be more authentic, resulting in various positive outcomes. Research purpose: The aim of the study was to assess the associations authentic leadership (AL) have with trust in organisation (TO), trust in colleagues (TC) and dynamic organisational capabilities (DC) such as sensing, seizing and reconfiguring as these manifest within a context of extreme volatility. Motivation for the study: Having a high level of DC might contribute to the feasibility of successful organisations in the struggling manufacturing industry, as it could enhance their sustainability and competitiveness. Research approach/design and method: A quantitative cross-sectional survey design was used. The Authentic Leadership Inventory, Workplace Trust Survey and Dynamic Capabilities questionnaire were administered. Main findings: AL positively associates with TO, TC and DC. The direct effect of AL on DC was further enhanced through both TO and TC as underlying mechanisms. Practical/managerial implications: Manufacturing industry organisations should promote an AL style as it will contribute to higher levels of TO, TC and eventually improved DC. Contribution/value-add: Our study highlights the association of AL with DC as an important outcome. Insight into the underlying mechanisms by which AL achieves effect is advanced through trust, simultaneously targeting interpersonal as well as organisational levels as foci.

(An Empirical study of Egyptian Employees) The Role of Authentic leadership During COVID-19

This paper aims is to examine COVID-19 and its influence on Authentic leadership. The research aims to identify the main items of CoronaVirus affecting Authentic leadership. A questionnaire was used to collect data. The survey included 305 employees from different occupations and different age group. A convenient sample was used. The hypotheses were tested using Correlation and Regression analysis. A reliability analysis was firstly investigated to ensure that the data was reliable once this was ensured a Correlation and Regression analysis was investigated. This research shows how Authentic leaders helps employees in dealing with COVID-19 during pandemic. Findings of this research are interesting and beneficial. The results showed that there is a Correlation between Covid-19 and Authentic leadership. And Covid-19 affected Authentic leadership. Greeting had a major impact then Opinion and Isolation and finally comes wearing masks. The study recommended the importance of increasing the awareness of the Egyptian employees and workers towards Covid-19. As well as giving Authentic leaders workshops to give effective methods to deal during Covid-19 pandemic Keywords: Isolation, Symptoms of COVID-19, Authentic leadership, Ethics, Preferences of others, Listening to opposers, Admitting Mistakes, Considering the opinion of others هدفت هذه الدراسة إل معرفة تاثير کوفيد- 19علي القيادة الحقيقة لدى الموظفين و العمال المصريين ، واستخدمت الدراسة المنهج الوصفي الارتباطي و معامل الانحدار ، حيث تکون مجتمع الدراسة من وظائف مختلفةو اعمار مختلفة. وبلغ حجم عينة الدراسة (305) تم اختبارهم باستخدام العينة المتاحة. ولتحقيق أهداف الدراسة قد تم عمل استبيان لجمع المعلومات و ذلک لقياس عناصر من کوفيد-19. قد تم عمل تحليل الموثوقيية لمعرفة جودة البيانات و فد تم التاکد من ذلک. تم تحليل الاستبيانة باستخدام معامل الانحدار و الارتباط بيرسون لمعرفة طبيعة العلاقة و التاثير بين متغيرات الدراسة وتوصلت الدراسة إلي عدد من النتائج و هي: هناک ارتباط بين کل من کوفيد-19 و القيادةالحقيقة و ان هناک تاثير بعض عوامل لکوفيد-19 علي القيادة الحقيقة. الاکثر تاثيرا التحية وقت کوفيد-19 ثم الاراء ثم الاعراض و اخيرا ارتداء الماسکات. و اوصت الدراسة بضرورة توعية الموظفين و العمال المصريين بمعلومات عن کوفيد-19 و کيفية التعامل معة اتناء الجائحةو التعامل مع القيادة الحقيقة. ممکن عقد دورات تدريبية وورش عمل من اجل التوعية القيادة الحقيقية عن کيفية التعامل في وقت جائحة کورونا الکلمات الافتتاحية: الانعزال , الاعراض , القيادة الحقيقية , الاخلاق , اختارات الاخرين , الاستماع الي المعارضين , الاعتراف بالاخطاء , الاهتمام باراء الاخرين