Role Of Authentic Leadership Research Articles

Authentic leadership and follower’s role ethnicality: the role of leader’s ethical voice and ethical culture

Purpose The ethical issues arising at work demand the role of both leader and employees, but how both the levels are linked in determining the ethical responses is an area that has not gained due attention in the past. Against this backdrop, this study aims to address the influence of a leader’s authenticity and ethical voice on ethical culture and the role ethicality of followers. Design/methodology/approach Survey design has been used, and a questionnaire is used to elicit the responses. In total, 381 filled questionnaires were used for data analysis. Findings The findings of this study highlight the role of authentic leadership in predicting the role ethicality of followers both directly and through the mediation of ethical culture. Furthermore, a leader’s ethical voice strengthens the authentic leadership and outcome relationships (with ethical culture and followers’ role ethicality). The moderated-mediation mechanism has proved as the leaders’ voice foster the indirect mechanism. Originality/value There is a dearth of literature that has focused on leadership traits (authenticity) and behavior (ethical voice) in predicting the followers’ outcomes (perceptions – ethical culture and behaviors – role ethicality). The moderated-mediation mechanism has been unattended in the past.

Role of authentic leadership and personal mastery in predicting employee creative behavior: a self-determination perspective

Personality dispositions and their role in inducing employee creative behavior are well documented in the literature. However, much is unexplored about the collective and relative contribution of personality orientations and environmental factors in explaining creative behavior. This study used a framework based on self-determination theory (SDT) to measure the combined and relative contribution of personal mastery orientation and authentic leadership in predicting employee creative behavior as mediated by autonomous motivation. A self-reported survey was conducted among software developers working in software houses. The results of the study show that both personal mastery and authentic leadership are significant predictors of employee creative behavior. In addition, autonomous motivation significantly mediates the relationship between personal mastery, authentic leadership, and creative behavior. The findings of the study lend support to the combined effect of personality orientation and environmental factors in predicting employee creative behavior and test the SDT framework’s efficacy in predicting creative behavior.

Corporate social responsibility during unprecedented crises: the role of authentic leadership and business model flexibility

PurposeThe purpose of the present research is to explore the relationships between corporate social responsibility (CSR), authentic leadership and business model flexibility during times of unprecedented crises.Design/methodology/approachThe research approach in this study is conceptual. After a brief review of the literature associated with CSR, authentic leadership and business models, the authors introduce a model describing the interaction of authentic leadership and business model flexibility on CSR heterogeneity.FindingsThis research explains how firms that are led by authentic leaders and that have flexible business models will be more engaged with their stakeholders than firms with less authentic leaders or more rigid business models during unprecedented crises.Practical implicationsPrescriptions for practitioners are suggested for improving authentic leadership as well as making adaptations to the firm's business model. Regarding authentic leadership, firms can screen potential new hires and existing employees for authentic leadership qualities. Firms can also rely upon existing interventions shown to assist in authentic leadership development for current leaders. At the business model level, firms can focus on core resources and their application in related product and service markets.Originality/valueFirms engaged in CSR activities benefit more from those activities when leaders are authentic. However, in times of unprecedented crises, business model flexibility may also dictate the extent to which firms can satisfy their stakeholders. The authors introduce a conceptual model that takes the elements of authentic leadership and business model flexibility into account to explain CSR heterogeneity.

Facilitating the Implementation Process of High-Performance Work Systems: The Role of Authentic Leadership.

Although substantive research has devoted increasing attention to variability in human resource practices at the organization, group, and individual levels, the critical role of line managers’ leadership in predicting this variability in the human resource management delivery and implementation process has been overlooked. Drawing from social information processing theory and human resource (HR) attributions theory, this study proposes that authentic leadership moderates the positive relationship between department-level high-performance work systems and employee-perceived high-performance work systems. Moreover, employee-perceived high-performance work systems can enhance employees’ thriving at work through commitment-focused HR attributions (well-being and performance). Analyzing the matched data from 145 departments and 834 employees, we found that the extent to which department-level high-performance work systems are positively related to employee-perceived high-performance work systems depends on authentic leadership within departments. We also found that employee-perceived high-performance work systems will result in commitment-focused HR attributions (well-being and performance), which in turn motivate employees to thrive at work. This study sheds light on whether and how line managers’ leadership influences the HR management process.

Role of Authentic Leadership, Servant Leadership and Destructive Leadership Behaviour on Employee Engagement in Malaysian Hospitality Industry

Role of Authentic Leadership, Servant Leadership and Destructive Leadership Behaviour on Employee Engagement in Malaysian Hospitality Industry

Digitally empowered students through teacher leadership: The role of authentic leadership

Technology is advancing, and with that, our students require digital empowerment and fluency to maximise their chances of success in their current and future personal and professional lives. In this paper, we build on the existing teacher leadership and digital literacy literatures. We theorise that authentic leader behaviours in higher education teachers offer a moderation effect on the relationship between teacher leadership and digital empowerment of students. We discuss the implications proposed from this critical review on increasing efficacy of student learning within the digital era. We see significance in this work, particularly as educators begin to test new digital pedagogies incorporating immersive learning environments, virtual reality, and augmented reality.

Linking authentic leadership to salespeople's service performance: The roles of job crafting and human resource flexibility

To build the sustainable service excellence, organizations should fuel sales employees’ drive to serve customers and recover service failures to their utmost satisfaction. The primary aim of our study is to delve into the role of authentic leadership in fostering customer-oriented organizational citizenship behavior (OCB) and service recovery performance among sales employees. Respondents for our surveys comprised employees and managers from sales departments of pharmaceutical companies in Vietnam. The data analyses justified the positive relationships between authentic leadership and customer-oriented OCB as well as service recovery performance in a business to business (B2B) context. Job crafting served as a mediator for the links between authentic leadership and customer-oriented OCB as well as service recovery performance. Furthermore, human resource (HR) flexibility was found to play a moderating role for the effect of authentic leadership on job crafting among sales employees.

The Role of authentic leadership in Islamic Azad University students' perceived learning environment

The Role of authentic leadership in Islamic Azad University students' perceived learning environment

The Role of authentic leadership in Islamic Azad University students' perceived learning environment

The Role of authentic leadership in Islamic Azad University students' perceived learning environment

The Moderating Role of Authentic Leadership in the Relationship between Job Burnout and Service-Oriented Organizational Citizenship Behavior in Airline Flight Attendants

The Moderating Role of Authentic Leadership in the Relationship between Job Burnout and Service-Oriented Organizational Citizenship Behavior in Airline Flight Attendants

Role of Authentic Leadership in Organizational Socialization and Work Engagement among Workers

This article presents an idea that aimed to show that the model of authentic leadership is characterized by the consciousness of itself, a moral internalized, transparency in relations and important levels of self-efficacy, could have relations with Organizational Socialization and work engagement in workers. A literature review was made and discussed in a theoretical way the findings reported regarding the relations between the authentic leadership and the way to learn the culture, in addition to reviewing its impact in the work engagement. Findings of some studies indicate that the leadership could act as a mediator significant and positive to learn the organizational culture and develop a state of engagement by improving productivity and job satisfaction.

Fostering learning organisation in transitional economy – the role of authentic leadership and employee affective commitment

PurposeThe aim of this study is to examine how and in what way authentic leadership and affective employee commitment foster the learning organisation in the context of transitional market conditions. Acting as role factors, their relationships with the learning organisation were examined simultaneously, at leadership and employee level.Design/methodology/approachThe study was conducted on a sample of 500 employees from various industries of Serbian transitional economy. For the research purposes, structural equation modeling (SEM) methodology was used.FindingsThe findings reveal that authentic leadership and employee commitment both play an important role. Specifically, authentic leadership directly and indirectly affects the learning organisation. The indirect effect is partially mediated by the employee affective commitment.Research limitations/implicationsThe focus of this study is limited to the role of authentic leadership in fostering the learning organisation. Apart from leadership and employee commitment, it might be assumed that other variables have the potential to play a role in fostering the learning organisation as well.Originality valueTo the best of the authors’ knowledge, no previous study has focused on authentic leadership and employee commitment as an “enabling-mechanism” in fostering learning organisations in the context of transitional economies. Consequently, this paper provides theoretical and practical implications on how and in what way they impact a learning organisation by empirically studying them in the context of transitional market conditions.

How Does Authentic Leadership Influence Planned Organizational Change? The Role of Employees’ Perceptions: Integration of Theory of Planned Behavior and Lewin's Three Step Model

ABSTRACTKurt Lewin has been regarded as the father of planned change. His classical three-step model though has provided the basis for different models of change, yet has been criticized for its linearity, unsuitability for continuous change and inability to incorporate leader–follower relationship dynamics. This study has responded to various criticisms by introducing new three-step model as a replica of the three-step model while integrating it with the theory of planned behaviour. For leader–follower relationship dynamics, this study tested the impact of well-needed authentic leadership on employee perceptions during change. Following positivistic approach and deductive reasoning, this study used causal design to collect primary data through Questionnaire survey based on simple random sampling technique. The data were collected from 258 employees of three public sector hospitals of Pakistan undergoing restructuring and analysed through structural equation modelling using AMOS. The results suggest that for successful implementation of planned change, authentic leaders need to create employees’ readiness for change (unfreezing) that will in turn develop their commitment to change (moving) and behavioural support for change (refreezing). This is the first study regarding the role of authentic leadership in the context of change. The findings will help change leaders to undertake better employee-accepted change initiatives by following Lewin’s model as a tool that is still relevant to the organizational change.

Linking nurses' perceptions of patient care quality to job satisfaction: the role of authentic leadership and empowering professional practice environments.

A model linking authentic leadership, structural empowerment, and supportive professional practice environments to nurses' perceptions of patient care quality and job satisfaction was tested. Positive work environment characteristics are important for nurses' perceptions of patient care quality and job satisfaction (significant factors for retention). Few studies have examined the mechanism by which these characteristics operate to influence perceptions of patient care quality or job satisfaction. A cross-sectional provincial survey of 723 Canadian nurses was used to test the hypothesized models using structural equation modeling. The model was an acceptable fit and all paths were significant. Authentic leadership had a positive effect on structural empowerment, which had a positive effect on perceived support for professional practice and a negative effect on nurses' perceptions that inadequate unit staffing prevented them from providing high-quality patient care. These workplace conditions predicted job satisfaction. Authentic leaders play an important role in creating empowering professional practice environments that foster high-quality care and job satisfaction.

The Role of Authentic Leadership in Fostering Workplace Inclusion: A Social Information Processing Perspective

The extant literature has largely overlooked the importance of a climate for inclusion as a response to the growing trend of workplace diversity. This conceptual article contends that an organization‐wide change effort comprising several reinforcing processes aimed at creating a climate for inclusion is needed to institutionalize workplace inclusion. Drawing on social information processing theory, authentic leaders are posited to transmit social information about the importance of inclusion into the work environment through inclusive leader role modeling. Reward systems that remunerate inclusive conduct can foster the vicarious learning of inclusive conduct by followers. Large and diverse workgroups offer a plethora of opportunities for followers to learn how to behave in an inclusive manner. Authentic leaders and followers who share cooperative goals related to developing a climate for inclusion can prompt the vicarious learning of inclusive behaviors by followers, thereby facilitating goal attainment for both parties. Theoretical and practical implications are discussed. © 2014 Wiley Periodicals, Inc.