No full-text available
To read the full-text of this research,
you can request a copy directly from the authors.
“Can you see the real me?” A self-based model of authentic leader and follower development
Abstract
To address present and future leadership needs, a model of authentic leader and follower development is proposed and examined with respect to its relationship to veritable, sustainable follower performance. The developmental processes of leader and follower self-awareness and self-regulation are emphasized. The influence of the leader's and followers' personal histories and trigger events are considered as antecedents of authentic leadership and followership, as well as the reciprocal effects with an inclusive, ethical, caring and strength-based organizational climate. Positive modeling is viewed as a primary means whereby leaders develop authentic followers. Posited outcomes of authentic leader–follower relationships include heightened levels of follower trust in the leader, engagement, workplace well-being and veritable, sustainable performance. Testable propositions and directions for exploring them are presented and discussed.
... Authentic leadership (AL) is a proven leadership theory positively influencing various team processes, including information processing (Alilyyani et al., 2018). AL can effectively promote IE and diversity management by fostering self-awareness, open communication, internalization of moral perspective, honest behavior, and continuous self-development among leaders Gardner et al., 2005;Walumbwa et al., 2008). Authentic leaders also encourage followers to express their unique opinions and perspectives, fostering fruitful discussions and better decision-making, while promoting autonomous growth for both followers and the organization. ...
... AL is defined as a pattern of leader behavior based on deep self-awareness of one's authentic beliefs, values, strengths, and weaknesses. It involves being authentic in a selfregulating manner, adapting to the situation and context of the team being led Gardner et al., 2005;Walumbwa et al., 2008). Effective leaders behave authentically and continue to engage in self-development toward achieving their own and the team's ultimate goals while respecting the authenticity of their team members, listening sincerely to their voices, and incorporating diverse perspectives to make the best decisions for the team. ...
... AL may affect both individual team members and the team as a whole. The authentic leader's way of being and constant selfdevelopment serves as a role model for followers and inspires them to become authentic followers (Avolio et al., 2004;Gardner et al., 2005). In other words, AL has an impact at the individual level, as suggested by several studies (Hahm, 2017;Chaudhary and Panda, 2018;De Jong et al., 2018;Ul Hassan and Din, 2019). ...
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.
... Entre os fatores supracitados, o autoconhecimento parece ser o ponto de partida e o componente central do processo de desenvolvimento de liderança autêntica Gardner et al., 2005). Ocorre quando os indivíduos estão conscientes de sua própria existência, e do que constitui a existência, dentro do contexto em que operam ao longo do tempo . ...
... Assim, a autorregulação, composta por quatro componentes básicos: internalização, processos balanceados (imparciais), relações transparentes e comportamento autêntico, é o processo por meio do qual os líderes autênticos alinham seus valores com suas intenções e ações. É por meio da autorregulação que os líderes atingem este alinhamento, tornando seu verdadeiro eu (refletido em valores, motivações, objetivos) transparente para seus seguidores Gardner et al., 2005). ...
... Alguns autores descrevem processos de identificação pessoal e social, pelos quais os seguidores passam a se identificar com os líderes autênticos e seus valores. Além disso, a modelagem positiva dos vários componentes da autenticidade, incluindo autoconhecimento, processos de autorregulação estados psicológicos positivos e uma perspectiva moral positiva têm sido consistentemente identificados como mecanismo básicos, pelos quais os líderes autênticos influenciam e desenvolvem os seus seguidores Gardner et al., 2005;Shamir & Eilam, 2005). ...
The book Human Development & Management - Volume 2 compiles a collection of articles that address relevant and current topics in the field of management and human development within organizations. Through various perspectives, the authors explore issues such as leadership, creativity, resilience, financial education, and art therapy. The development of female leadership identity is analyzed, highlighting the challenges faced by women in leadership positions and strategies to promote equal opportunities. The influence of different leadership styles, such as servant leadership and authentic leadership, on employee motivation and performance is also discussed.
Creativity is treated as an essential element for organizational innovation and competitiveness. The book delves into how the development of creative teams and the incorporation of creativity in art therapy can foster self-awareness, consciousness expansion, and conflict resolution.
In the educational context, the perception of the school community regarding financial education and its importance in preparing young people for financial challenges throughout life is discussed. Additionally, an analysis of the life and work of Franklin Cascaes reveals how childhood memories and access to the archetype of the inner child influenced his artistic production.
Finally, organizational resilience in public service is investigated through a bibliometric analysis, mapping the main characteristics of the scientific production on the topic.
In summary, the book offers valuable insights for academics, managers, and professionals interested in deepening their understanding of human development and management. By bringing together different perspectives and approaches, the work contributes to the advancement of discussions and practices in this fundamental area for the success of contemporary organizations.
... It is a values-based leadership style grounded on ethical principles. Various models and definitions of authentic leadership exist (e.g., Avolio et al., 2004;Gardner et al., 2005;Ilies et al., 2005;Walumbwa et al., 2008). In this study, we used the definition of Walumbwa et al. (2008), who proposed that authentic leadership is "a pattern of leader behavior that draws upon and promotes both positive psychological capacities and a positive ethical climate, to foster greater self-awareness, an internalized moral perspective, balanced processing of information, and relational transparency on the part of leaders working with followers, fostering positive self-development" (p. ...
... Certain characteristics of coaches who are authentic leaders are likely to enhance athletes' psychological capital. Specifically, acknowledging the perspective of their followers and involving them in decision-making, should enhance followers' confidence, optimism, and hope, while by cultivating supportive and trusting relationships, authentic leaders could increase followers' resilience (Gardner et al., 2005). Several studies have shown a strong positive relationship between authentic leadership and psychological capital in a variety of contexts including sport (Kim et al., 2020;McDowell et al., 2018;Zhang, Guo, et al., 2021). ...
... Antisocial behaviour is intentional behaviour that could harm or disadvantage another (Sage et al., 2006), such as criticizing and verbally abusing a teammate, and expressing frustration at a teammate's poor play. Authentic leadership could promote prosocial and discourage antisocial behaviour within the team, because authentic leaders are guided by ethical principles and act as moral exemplars, thereby instilling a norm to act ethically (Gardner et al., 2005;Ilies et al., 2005). Indeed, football players whose coaches took part in an authentic leadership intervention reported significantly more frequent prosocial behaviour toward their teammates compared to a control group (Malloy & Kavussanu, 2021a). ...
Recent research has attested to the prevalence of mental health issues in sport, and the need to identify factorsthat could promote athletes’ mental health. In this study, we investigated: (a) whether authentic leadership isassociated with athletes’ mental health directly and indirectly via psychological capital and prosocial andantisocial behaviour experienced from one’s teammates; and (b) whether the hypothesized model testing theserelationships is the same in higher versus lower competitive level athletes. We examined two dimensions ofmental 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 onlinesurvey. Path analysis showed that authentic leadership was positively related to positive mental health viapsychological capital and prosocial behaviour and negatively linked to mental illness via psychological capitaland antisocial behaviour. The effects of authentic leadership on positive mental health via prosocial teammatebehaviour and subsequently psychological capital, and on mental illness via prosocial teammate behaviour, werestronger in higher compared to lower competitive level athletes. The findings suggest that by adopting anauthentic leadership style coaches could strengthen athletes’ positive mental health and protect them frommental illness. This may happen by increasing athletes’ psychological capital and prosocial behaviour within the team and decreasing antisocial behaviour within the team.
... They can influence their followers and foster their development by expressing themselves authentically and creating an environment for their followers to do the same . However, several scholars agree that we should not view leaders aseither authentic or inauthentic; instead,we should view authenticity as a continuum Gardner et al., 2005;Erickson, 1995). The level of authenticity of individual leaders varies; leaders can attain higher levels of authenticity the more they continue to stay true to their core values, beliefs, preferences, and emotions Gardner et al., 2005). ...
... However, several scholars agree that we should not view leaders aseither authentic or inauthentic; instead,we should view authenticity as a continuum Gardner et al., 2005;Erickson, 1995). The level of authenticity of individual leaders varies; leaders can attain higher levels of authenticity the more they continue to stay true to their core values, beliefs, preferences, and emotions Gardner et al., 2005). ...
... Authenticity,Authentic Leadership,and Emotional labor Scholars across different disciplines have debated what it means to be authentic. The concept has its origins in Greek philosophy ("to thine own self be true") Gardner et al., 2005;Harter, 2002). Authenticity requires individuals to own their personal experiences, thoughts, beliefs, and preferences and act according to what they consider to be their true selves . ...
This conceptual examination delves into the effect of acting on leader wellbeing and its potential crossover impact on follower wellbeing. The study investigates the authenticity of leaders' behavior and its implications for their own well-being, as well as the well-being of those they lead. By exploring the psychological and emotional aspects of acting in a leadership role, this research seeks to uncover the potential consequences of leaders' authentic or inauthentic behavior on their own mental health and the well-being of their followers. The findings aim to shed light on the importance of authentic leadership in promoting overall well-being within organizations.
... Az áutentikus vezetés álápját mindenekelőtt á delphoi-i jósdá bejárátá felett tálálhátó felirattal lehet legjobban szemléltetni, ázáz "Gnóthi szeautón" -"Ismerd meg önmágád" felszólítássál, ámely az önismeret fontosságát hángsúlyozzá. Az önismereten álápuló, áz ígéretét megtártó és személyiségét á cselekvéseivel összhángbá állító vezetési (életvezetési) mód hátározzá meg ázt á jellemet, ámely minden pozitív vezetési stílus álápjául szolgál (Avolio & Gardner, 2005;Gardner et al., 2011). ...
... Másként fogalmazva az autentikus vezető négy kulcstényezője az öntudátosság, á befolyásmentes cselekvés, áz őszinte és morális cselekvés és a kapcsolati orientáció [8], amelyek ápróbb módosítások és finomítások mellett á témá más szákértői szerint is elfogadottak. Garden et al. [9] tánulmányukban a befolyásmentes, elfogulátlán cselekvést nevezték egyensúlyi cselekvésnek is, ábból á megfontolásból, hogy minden ember eredendően ki ván téve az információk, különösen á vezető személyét érintő információk áltáli befolyásnák, ezért szükségesebb inkább ezen információk áltáli befolyásolás egyensúlybán tártásáról beszélni, mint kizárólág befolyásmentességről. Ugyánígy Kernis & Goldmán [8] cselekvő komponense is átnevezésre került és á morális szempontok szerinti mágátártás (internálized morál perspective) elnevezéssel lett illetve, ezáltál kifejezve jobban á vezető etikus értékek szerinti viselkedését. Az autentikus vezetőt tehát á fentebb taglalt négy fő motívum jellemzi, mégis köznápi megnevezéssel és képpel egy olyan hiteles embert mutat, akinek a kimondott szavai összhángbán vannak a cselekedeteivel, őszinte és erényes -morálisán pozitíván töltött -gondolatokkal és viselkedésmóddál rendelkezik, ámely á külső szemlélő számárá is nyilvánváló. ...
In a globalised and accelerated economy, managers are under increasing pressure to reconcile organisational goals that are independent from human being with the reality of human relationships. The human being, as a being with intellect and senses striving towards happiness, is the focus of positive leadership styles and is their major concern in the field of management theory. In this article, three such positive styles, authentic, servant and ethical leadership principles and their operating conditions are compared using international literature. The literature time span of about two decades shows that the evolution of the ethical leadership literature has slowed down, while the authentic and servant leadership literature has continued to evolve and is still evolving today. The comparative table that appears in this study highlights both commonalities and distinctions, in that, in addition to high moral and ethical standards, the authentic style focuses primarily on the person of the leader, the ethical leader on the ethical standards of the organisation, while the servant leader focuses on the development of the well-being of the subordinate, the other person, even through self-sacrifice. We intend to use the results of this research to investigate measures of positive styles, preparing the scientific ground for future primary empirical field studies.
... The subthemes and themes can be found in Table 1. While the coding process was inductive by nature, we were able to link the major themes to the leader development literature and social construction of leadership scholarship (e.g., Billsberry et al., 2018;Gardner et al., 2005;van Dierendonck, 2011) while also recognizing that many of the interactions and reflections noted by the participants represented micro-moments. Though Table 1 is meant to help organize the themes and subthemes, through the coding process as is often the situation for case study research, we saw overlap of a subtheme potentially relating to more than one main theme. ...
... While authentic and servant leadership were intertwined with one another, one of the common threads connecting these two in our study was the personality trait of conscientiousness, a previously found important trait of being positively assessed as a leader by one's own leaders, peers, and followers (Strang & Kuhnert, 2009). The interview data and observations illustrated study participants perceived that both head coaches exhibited aspects of authentic and servant leadership styles, namely relational transparency, stewardship, and self-awareness (Gardner et al., 2005;van Dierendonck, 2011). These traits of each leadership style were perceived as manifesting in a few ways, such as stewardship when each leader always started off the leadership council meetings by asking how each member was doing that day in school, in their personal life, and if they had any issues they needed to speak on. ...
Most scholarly attention within sport management leadership research has focused on four main leadership theories: authentic, servant, transactional, and transformational. While recent research included the social construction of leadership and a call to explore more follower-centric aspects of leadership, little empirical research has focused on how leaders develop, or more succinctly – leader development. Much of the leader development literature to date has mainly focused on large interventions or outcomes, oftentimes overlooking day-to-day, micro-moments of leader development. In sport-related research there has been a paucity of research directly addressing development of women and girls as leaders. The purpose of the current study, therefore, was to determine how female intercollegiate student-athletes develop into leaders through micro-moments. This study employed a qualitative approach using interviews and observations. Participants included two National Collegiate Athletic Association (NCAA) Division III female teams. Three themes emerged from qualitative semi-structured interviews (N = 30) and observations (12 hours total) identifying the micro-moments of development: empowerment, modeling leadership, and peer-to-peer leadership. Findings explain how these micro-moments aid in the leader development process. The study enhances a theoretical understanding of intercollegiate student-athlete leader development.
... Second, given our unique longitudinal sample (i.e., Fullerton longitudinal study, FLS), results contribute to understanding leader development as it unfolds outside traditional leadership training programs. To illustrate this process, we integrate prior theory on trigger events (Gardner et al., 2005) to explain a broader process we call spontaneous leader development. Whereas most leader development research involves an intervention (e.g., training program), spontaneous leader development examines leadership activity in the absence of explicit interventions; it entails the extent to which people engage or disengage from leadership roles and self-views throughout their careers. ...
... Although formal, planned interventions are vital triggers for sparking self-reflection and cycles of growth in leaders' skills (Lacerenza et al., 2017), a lifespan approach to leader development calls us to look beyond short-term interventions and examine the broader pattern of one's leadership experiences over several decades (Liu et al., 2021). Prior theory also recognizes the importance of trigger events, which are dramatic or subtle changes in a person's circumstances that require the individual to think or act differently (Gardner et al., 2005). However, research on trigger events has tended to focus on dramatic changes in the environment, such as exposure to a different culture (Reichard et al., 2015), but subtle changes experienced slowly and over extended periods may also impact leader development. ...
Despite the recognized importance of leader development as a lifelong process, it remains unclear whether adolescents who engage in leadership will continue to do so into adulthood. Moreover, to what extent does leadership role occupancy facilitate internalizing future leader self-views? Conversely, to what extent does internalizing leader self-views facilitate future leadership role occupancy? The current paper examines these questions across three epochs of the lifespan (i.e., adolescence, early adulthood, and mid-adulthood) with a quasilongitudinal design. Drawing from a prospective database of 107 participants spanning over 26 years, we test within and between system effects of the leader experience processing system (i.e., leadership roles at ages 17, 29, and 38) and the leader self-view system (i.e., general self-concept at age 12, leader self-efficacy at age 17, and leader identity at ages 29 and 38). Structural equation modeling results support consistency in both systems, with more support for consistency in the leader self-view system. In addition, both systems mediate the other over time, suggesting a dynamic interplay whereby leaders integrate and build on leadership experiences in a process we call spontaneous leader development. Contrary to theory, we only found evidence for bi-directional relationships between systems in adolescence and early adulthood; in mid-adulthood at age 38, leader identity informed leadership roles but not vice versa. Implications of these findings for leader development theory are discussed.
... Similarly, Maunz and Glaser (2023) demonstrated authentic leadership as a predictor of workplace authenticity and self-actualization. Gardner et al. (2005) suggest that authentic leadership is foundational to transformational leadership, which, according to Gil-Barragan et al. (2023), enhances social entrepreneurship. Their analysis demonstrates that while effectual orientation, spiritual capital, and transformational leadership are important, their interaction is necessary for sustainable performance. ...
... Authentic leadership, a continuous developmental process catalyzed by significant life events (Northouse, 2016), finds fertile ground for cultivation through the transformative experience of the Camino de Santiago pilgrimage. As emphasized by Gardner et al. (2005), authenticity in leadership is imperative in the context of late modernity, where the window for inauthenticity is narrow. Leaders who embody authenticity not only foster trust, adaptability, and employee well-being but also cultivate corporate cultures characterized by transparency, openness, and resilience. ...
While late-modern society promotes individual self-actualization, its moral dimension often falters in a calculating environment. Pilgrimages offer a potential solution. Through peak experiences and self-transcendence, pilgrims reconnect with their inner moral compass, fostering morally valid self-actualization. Amid late modernity, reflective individuals emerge, navigating moral choices within societal norms while pursuing self-actualization.This study affirms the Camino de Santiago's role in promoting self-actualization, as conceptualized in humanistic psychology. A survey of 500 participants, employing Kaufman's (2018) Characteristics of Self-Actualization Scale (CSAS), validates the pilgrimage's impact. Pilgrims reported heightened levels of appreciation, equanimity, self-acceptance, reality perception, authenticity, and a fortified moral compass. The pilgrimage nurtures the recognition of life missions, instills a sense of responsibility, and cultivates a desire to contribute to humanity's well-being while facilitating experiences of self-transcendence. Our research suggests that the Camino de Santiago pilgrimage can benefit organizations by fostering an authentic and self-actualized workforce comprising leaders and followers.
... Harter (2002) tarafından "kendi kendine sadık olma" (to thine own self be true) olarak ifade edilen otantik liderlik, kişinin kendi deneyimlerini, düşüncelerini, duy-gularını, isteklerini, tercihlerini veya inançlarını özümsemeyi bilmek ve kendini tanımak olarak ifade edilebilir. Kernis (2003) tarafından otantikliğin dört bileşeni farkındalık, tarafsız olma, eylem ve ilişkisel şeklinde sınıflandırılmıştır (aktaran Gardner, Avolio, Luthans, May ve Walumbwa, 2005). ...
... Bu tanımlama dönüşümsel liderliğin yanı sıra pozitif örgütsel davranışları da içermektedir (Avolio vd., 2004). Otantik liderlik, lider ve izleyicilere ek olarak üçüncü bir unsur olan örgütsel iklimi de içermektedir (Avolio ve Gardner, 2005). Otantik liderlik, güven düzeyinin artmasıyla, bağlılık, işyeri refahı ve örgütsel iklimin korunması ile ilişkilidir (Gardner vd., 2005). ...
18. yüzyıl felsefi düşüncesi, gelişim döneminde dünyanın mevcut atmos-ferini araçsal (instrumental, fayda sağlama, maddi çıkar), ahlaki (moral) ve estetik (aesthetic) olmak üzere üç ayrı tabakaya bölmüştür (Wilber, 1998'den aktaran Taylor ve Hansen, 2005). Filozoflar maddiyatı yansıtan fayda sağ-lamayı, ahlaki ve manevi (spiritual, ruhsal) durumlarla ilgili sorulardan ayrı düşünüldüğünü görmüş ama daha sonra bu ahlaki tabakanın fiziki dünyayı anlama ve kontrol etme yeteneğimizde kullanıldığını bulmuşlar ve bu durum yaşam standardımızda büyük gelişmelere yol açmıştır. Örgüt ve siyaset için kullanılan etik kodlar bu duruma örnek olarak verilebilir. Örgütlerle ilgili olarak düşünüldüğünde de bu gerçekliği üç ayrı alana bö-lerek yansıtabiliriz. Genel olarak örgütsel teoriler, araçsal soruları kendi ko-nularıyla ilişkilendirdiklerinde etkinlik (efficiency) ve etkililik (effectiveness) üzerinde yoğunlaşmaktadırlar. Son zamanlarda ahlaki sorular işletme etiği ça-lışmalarında işlenirken, estetik sorular ise duygu, deneyim, güzellik ve çirkin-lik konuları içinde görülmeye başlanmıştır. Yunanca sözcük olan "aisthesis", her türlü algısal deneyimi ifade etmekte-dir. Estetiğin babası olarak düşünülen Alman filozof Alexander Gottlieb Baumgarten, bilginin bilişsel olduğu kadar duygularla da ilişkili olduğunu söy-lemiş, estetiği 'güzellik' felsefesi ve biliminde kullanmıştır (Hansen, Ropo ve Sauer, 2007, s. 546; Merritt ve DeGraff, 1996). Estetik deneyim, üst düzey görev yapanların bilişsel davranışlarının anlamlandırılmasında duyuşsal davranışlarının da etkisi olduğunu belirtmektedir. Bu anlamda estetik deneyim, beden aracılığıyla duygusal algıyı içerir ve dünyadaki deneyimlerimizden ayrı düşünülemez (Hansen vd., 2007, s. 546). Hujala ve Rissanen (2011, s. 440) estetiğin sadece güzel ya da çirkin olarak değerlendirilemeyeceğini, çok daha derin anlamlar içerdiğini ifade etmiştir. Weggeman vd. (2007’den aktaran Hujala ve Rissanen, 2011), estetiği uyum ve barış, basit ve eksiksiz, şaşırtıcı ve yenilikçi gibi kavramlarla ilişkilendirmiştir. Estetik, duyularımız aracılığıyla algıladığımız ve deneyimlediğimiz ‘şeylere’ dayanarak üretilen anlamla ilgilidir. Düşüncelerimize, duygularımıza ve akıl yürütme şeklimize dayanan öznel, zımni (tacit) bilgiyi içerir. Liderlikte estetik bakış açısına sahip olmak önemlidir ancak örgütsel yaşamda bu yönün az anlaşıldığı görülmektedir. Örgütsel araştırmalarda estetik yaklaşım, ilk olarak 1990’lı yıllarda ortaya çıkmıştır (Zhang, Cone, Everett ve Elkin, 2011). Estetik yalnızca sanat veya güzellik anlamına gelmediğinden, liderliğe estetik yönden bakılırken yüzeysel tanımlamalardan kaçınmak gerekmektedir (Hansen vd., 2007, s. 546). Estetikle ifade edilmek istenen durum, algısal bilgi (sensory knowledge), nesne ve deneyimlerin anlam ve duygusunu anlamaktır. Neden ve mantık genellikle duygular ile tezat oluştursa da her ikisinde de ortak olan durum, bu kavramların bilgi kaynakları olmaları ve güvendiğimiz anlamlar üretmeleridir (Hansen vd., (2007, s. 546). Duygusal deneyim katmayan matematik ya da diğer yöntemlerle ortaya çıkarılan anlamlara karşıdır (Hansen vd., 2007, s. 546).Akademik alanda yapılan genel liderlik çalışmaları yüz yıllık bir geçmişe dayanmaktadır. Günümüzde değişime ve farklılığa vurgu yapan rekabet, yeni liderlik biçimleri de ortaya çıkarmıştır. Bu süre içerisinde literatürde çok sayıda farklı liderlik biçimleri veya adlandırmaları üretilmiştir (Özkan, 2016, s. 617). Bunun sebebi, toplumun ihtiyaçlarından dolayı liderliğin içerik ve anlam bakımından sürekli değişime uğramasıdır (Özkan, 2016, s. 616). İşte bu değişimlerden birisi de estetik liderlik kavramıdır. Liderlik çalışmalarında son dönemlerde estetik liderlik kavramı önemli bir yaklaşım olarak ele alınmaktadır (Hansen vd., 2007; Polat ve Öztoprak-Kaya, 2011; Zhang vd., 2011). Türkiye’de estetik liderlik başlıklı eser sınırlı sayıda olup yalnızca iki makalenin (Polat ve Öztoprak-Kaya, 2011; Güven ve Polat, 2016) olduğu tespit edilmiştir. Günümüzde rekabet hızının şiddetlenmesiyle, insan merkezli, duygusal, farklı bakış açılı yönelimler pazarda önem kazanmaya başlamıştır. Örgütsel estetiğin bir yansıması olan ve estetiği bir araç olarak kullanan ve duygulara hitap eden estetik liderliğin, diğer liderlik türleri içinde de yer aldığı düşünülebilir (Hansen vd., 2007). Çalışmanın amacı, Türk liderlik akademik yazınında estetik liderliğin, farklı biçimlerde yazılmış olsa da, nasıl temsil edildiğinin bibliyometrik analiz yoluyla saptanmasıdır. Böylelikle bu çalışma ile liderlik alanında yapılan çalışmalarda estetik liderliğin yeri ve önemi tespit edilmeye çalışılmıştır. Çalışmada öncelikle genel olarak estetik kavramı açıklanmaya çalışılmış, estetik liderlik kavramının ne olduğu ve ne anlama geldiği ifade edilerek literatürde bu kavramın önemine değinilmiştir. Araştırma konusunda hizmet edecek estetik liderlik kavram ve boyutları ortaya çıkarılmaya çalışılmıştır. Alan araştırmasında Türk ve yabancı veri tabanı ve indekslerde yer alan Türk menşeli liderlikle ilgili makaleler tespit edilerek bu makalelerdeki temel alınan liderlik biçimleri ile estetik liderlik kavram ve boyutlarının ne derece örtüştükleri ile ilgili frekans ve çapraz tablolar aracılığı ile analizler yapılmıştır. Çalışma, araştırmacılar için önerilerde bulunmakta ve yeni tartışmalara zemin hazırlamaktadır.
... It requires active listening, empathy, and a willingness to understand and appreciate the perspectives and feelings of others, marked by honesty, vulnerability, and a commitment to mutual growth and shared goals (Herrington et al. 2003). When we authentically engage with others, we create spaces where trust, respect, and authenticity can flourish, fostering deeper connections and more meaningful experiences (Gardner et al. 2005). ...
Neuroscientists, psychologists, educators, and management scholars propose that the current emphasis on intellect and reason in education and business over values such as love, connectedness, and compassion are at the root of many business ethical failures and societal problems. They argue not that reason should be abandoned in education and business management but rather that it needs to be balanced with values such as love because these attributes are innately human, enabling wise decision-making. This is a difficult task in the context of the current ethos of intellect and reason that dominates education and management. To correct the imbalance, we must explore ways of preparing future managers to accept the relevance and importance of learning to develop and embody love. Through our research, we provide an experience of community love by creating a caring, receptive, personal container. We engaged in the practice of Collaborative Autoethnography, integrating the Nguni South African concept of Ubuntu, to explore, research, and demonstrate the experience of love in a community setting. To support this practice, we framed it against the background of integrative justice, focusing on authentic engagement without exploitative intent as per Santos and Laczniak’s (2015) Integrative Justice Model (IJM) and built upon some common contexts from which love is considered such as Catholic Social Thought (CST) and indigenous cultures. We analyzed why and how love might be implemented in education and management and how Collaborative Autoethnography can be applied in connecting with others to research, learn from, and build upon the experience of love and connectedness.
... Transparency, clear communication of accepted ethical norms, and open information sharing are crucial attributes of ethical leaders that shape their followers' perspective of them as exemplary and reliable models to imitate (Bouckenooghe et al., 2015). Role modeling by a moral leader constitutes an instruction and provides subordinates with effective feedback about which behaviors are expected to achieve organizational goals (Bouckenooghe et al., 2015;Gardner et al., 2005;Gooty et al., 2009). Moreover, ethical leadership has been proven to enhance subordinates' PsyCap (Avey, 2014;Bouckenooghe et al., 2015;Wu & Nguyen, 2019). ...
This paper aims to explore the effect of ethical leadership on employee job satisfaction and organizational commitment through the potential mediator of psychological capital (PsyCap). In total, 418 employees in Ho Chi Minh City—Vietnam completed the survey. Partial least square–structural equation modeling was used to test hypotheses. The results of the study indicated a positive relationship between ethical leadership and employees’ PsyCap, job satisfaction, and organizational commitment. Furthermore, the results revealed the partial mediating effect of PsyCap on the relationship between ethical leadership and job satisfaction and between ethical leadership and organizational commitment. Since the mechanism of ethical leadership has rarely been explored, the results of this study could provide important references for further research. These results could also be greatly beneficial to organizational leaders in evaluating ethical leadership.
... The concept of authentic leadership was originally described by Gardner et al. (2005) as leading by example, communicating high moral values, and being a positive role model. Authentic leadership is ''a pattern of leader behavior'' that promotes positive self-development (Walumbwa et al., 2008, p. 94). ...
Recently, there is a growing interest in the concept of spiritual leadership. However, there are conceptual and research dilemmas regarding distinctions between the concept of spiritual leadership and other leadership approaches, especially positive leadership theories. Thus, there is a need to distinguish between the semantic relation construct of spiritual leadership and other related concepts in the field of management. Therefore, the current study provides a systematic literature review and bibliometric analyses of the 422 publications on spiritual leadership that were published between 1980 and 2021. The VOSviewer software with network visualization map was used. This paper contributes to understanding related aspects of spiritual leadership with other leadership approaches, provides a framework for integrating existing theories of leadership and leads to the identification of questions for future research. The study includes concepts based only on moral and ethical issues.
... Authentic leaders are characterized by transparency, morality, forward-thinking, developmental orientation, and exemplary role modeling (Ahmed et al., 2018). They derive their efficacy from a profound awareness of their values, beliefs, strengths, and weaknesses (Gardner et al., 2005). These exceptional qualities not only enable them to identify potential opportunities and challenges (Wieand et al., 2008), but also to exert a significant influence on the behavior of their subordinates, thereby cultivating trust and respect (Walumbwa et al., 2008). ...
Existing literature provides limited insights into the role of individual actors and the human side of Open Innovation (OI) adoption in SMEs. Additionally, there is a lack of studies that systematically consolidate and analyze the publications addressing this specific topic. This research aims to fill this gap by pursuing three main objectives: firstly, to review the influence of SME leaders and manager's characteristics on the adoption of OI; secondly, to identify the characteristics of leaders and managers of SMEs and their leadership styles when adopting OI; and lastly, to explain their role in promoting OI. A total of 43 peer-reviewed articles published in reputable scientific journals from 2003 to 2022 were examined. This study classifies manager's characteristics that contribute to the effective implementation of OI within SMEs into three categories: demographic characteristics, personal characteristics, and managerial characteristics. This review contributes to prior research by outlining a leader and manager profile that leads to the successful implementation of OI in SMEs. The article concludes with theoretical and practical contributions and suggestions for potential directions for future research.
... Thus, Kiai subordinates are empowered to be able to participate in developing Pesantren as agents of change in various aspects of life (Suradi & Surahman, 2020). This characteristic describes the form of relational transparency possessed by Kiai, which manifests in the behavior of sharing real information, thoughts, and feelings in interpersonal interactions, and avoiding the expression of inappropriate emotions (Avolio et al., 2004;Gardner et al., 2005). Based on the results of the explanation above, it can be seen that the authenticity of a Kiai is more comprehensive, compared to the image of a figure who is seen as merely charismatic or even transformational. ...
This study aims to determine the role of organizational-based Psychological Ownership (PO) in the relationship between Authentic Leadership (AL), Islamic Workplace Spirituality (IWS) and Affective Commitment (AC) of Kiai’s followers/subordinates in Pesantren in Yogyakarta, Indonesia. Regarding the direct relationship between variables, some of the findings in this study include: AL is positively and significantly related to PO and AC; so is the relationship between IWS and PO; and the relationship between IWS and AC is found to be insignificant. As for the mediating role, PO is proven to fully mediate the relationship between AL - AC, and IWS - AC. This indicates that PO is one of the key factors in the formation of AC, especially in the relationship between IWS and AC. At the same time, as a novelty in this study, PO as a mediating variable between AL and AC is a new finding that previous studies have not used. This study also proposes some theoretical and practical implications that can be expected to benefit researchers and organizational leaders.
... Through this lens, authenticity involves "owning one's personal experiences (values, thoughts, emotions and beliefs) and acting in accordance with one's true self (expressing what you really think and believe and behaving accordingly)". 28 it involves marshalling one's inner resources of confidence, resilience and optimism to create 'positive psychological capital' for organisations and their stakeholders. 29 Once we start to unpack this conceptualisation of authenticity, the problems anticipated in The Judgement soon start to emerge. ...
... As IDEO puts it: we are creating something new to the world (Amabile et al., 2014). Similarly, employees' creativity is positively linked to transparency, especially relational transparency, reflected by truthfulness in close relationships (Gardner et al., 2005). External transparency is also observed as CI companies publish information about completed projects, even pointing to individuals who have contributed to the success, i.e. architectural offices publish information about their previously completed or unrealised projects (Mitrache, 2012). ...
Open strategy is a widely discussed research area, including the themes of organization design, open innovation, and open business models. However, the contextual perspective to analyse this concept is scarce. This paper addressed this issue by providing a framework highlighting a set of drivers that may affect transparency and inclusiveness as dimensions of open strategy and proposed these drivers by exploring the context of the creative industries representing the activities that differ in their business ecosystem. However, they are very similar in some respects (e.g., generating ideas, imagination, copyrights, intellectual property). These similarities make it interesting to bring the CI as the context for investigating industry factors that impact the strategy’s opening to understand the drivers that may hinder or foster its implementation. The authors believe the proposed framework could guide the decision-making process by providing the unfavourable and conducive drivers that might affect open strategy implementation.
... Fundamental to authenticity is the notion of people remaining true to their core values (Galloway, 2022). Gardner et al (2005) state that authenticity in nursing means being in the present, being real and genuine in who you are, and possessing and demonstrating character. ...
Using the results of a survey of practice educators and assessors at a higher education institute, this article discusses leadership styles in the context of specialist community public health nursing
... Hence, to support Luthans et al.'s. (2007) theory of PC, future studies might determine the independent effect of each dimension of PC to allow researchers to employ the most relevant parts of PC, as practiced by other researchers (Gardner et al., 2005;Walumbwa et al., 2008). ...
... Despite the potential problems we have noted, authors such as Lemoine et al., (2019: 177) claim that a "comparative review of the three dominant moral approaches [i.e., ethical, authentic, and servant leadership] clearly indicates that moral leadership behaviors positively impact a host of desirable organizationally relevant outcomes" (italics added). There are further examples of a behavioral view of authentic leadership (e.g., Banks, McCauley, Gardner, & Guler, 2016;Gardner, Avolio, Luthans, May, & Walumbwa, 2005;Gardner, Cogliser, Davis, & Dickens, 2011;Hmieleski et al., 2012), ethical leadership (e.g., Den Hartog, 2015Kalshoven, Den Hartog, & De Hoogh, 2011;Mayer, Aquino, Greenbaum, & Kuenzi, 2012;Ng & Feldman, 2015;Walumbwa, Morrison, & Christensen, 2012), and servant leadership (e.g., Chiniara & Bentein, 2016Ehrhart, 2004;Hu & Liden, 2011;Hunter et al., 2013;Lemoine & Blum, 2021). The behavioral view of leadership styles also dominates the literature on training for positive leadership styles (e.g., Avolio, Griffith, Wernsing, & Walumbwa, 2010;Cooper, Scandura, & Schriesheim, 2005). ...
Nghiên cứu xem xét ảnh hưởng lên sự sáng tạo của nhân viên
(SSTNV) bắt đầu từ lãnh đạo đích thực (LĐĐT) thông qua trao
quyền và hành vi công dân trong tổ chức. Nghiên cứu, dựa trên nền tảng của lý thuyết trao đổi xã hội (SET), đề xuất và kiểm định mô hình lý thuyết xem xét cơ chế trên. Nghiên cứu cũng kiểm tra việc chia sẻ kiến thức (CSKT) làm tăng mức ảnh hưởng của LĐĐT đến SSTNV. Một khảo sát được tiến hành với các nhân viên bán hàng bảo hiểm và ngân hàng. Phân tích bộ dữ liệu gồm 448 trả lời sau sàng lọc, dựa trên phân tích bằng SPSS25 và SmartPLS3.2. Kết quả là LĐĐT có tác động trực tiếp và gián tiếp đến SSTNV. Trong đó, tác động thông qua hai yếu tố trung gian lớn hơn. Ngoài ra, CSKT làm tăng thêm tác động của LĐĐT lên SSTNV.
This research examines the mechanism to construe employee creativity from authentic leadership via empowerment and organisational citizenship behaviour. Based on social exchange theory (SET), a research framework investigating the abovementioned mechanism was developed and tested. The research also assesses the elevating effect of knowledge sharing on the link between authentic leadership and employee creativity. A survey was conducted with sales people in the banking and insurance industries. After data quality screening the data including 448 responses were usable for analysis, using two softwares SPSS 25.0 and SmartPLS 3.2. Results revealed that authentic leadership affects employee creativity, both directly and indirectly. The indirect effects through two mediators were much greater. Besides, knowledge sharing elevates the impact of authentic leadership on employee creativity.
Purpose
The purpose of this study is to explore the effects of followers’ perceptions of their leaders’ authentic leadership behaviors on how followers become motivated to develop moral intention.
Design/methodology/approach
Using field survey data ( n = 337), exploratory factor analysis and multiple regression, the authors suggest that perceived authentic leadership positively affects followers’ moral intent. The authors tested a self-determination theory-based model to explain the mediations.
Findings
The authors found that perceived authentic leadership is related to employees’ autonomous moral motivation through basic psychological need satisfaction, which in turn predicts their moral capacities and moral intent.
Originality/value
This study is unique in that it has examined various motivational variables to explain the mechanism by which authentic leadership influences morality. In addition, this is also novel in empirically using the autonomous motivation construct in the moral domain to explain how employees may develop moral capacities over time, impacting their moral intent. This research is also unique in testing the relationship between all moral capacities proposed in the literature and moral intent. The theoretical implications, practical implications and avenues for further research are also discussed.
This study focuses on authentic leadership by department leaders’ as a factor that enhances organizational creativity, which is essential for the sustainable growth and development of companies. It examines the possibility that authentic leadership can be developed through leaders’ cross-border learning and clarifies how leaders’ authentic leadership acts on organizational creativity. In this study, a sample of 119 executives and managers obtained from a questionnaire survey administered to a total of 138 executives and managers working in Japanese firms is included in the analysis. The following three findings were revealed through the results of the quantitative survey: First, leaders’ cross-border learning was positively related to leaders’ authentic leadership. Second, between “multi-dimensional thinking” which one dimension of authentic leadership and organizational creativity was significantly positive association. Third, the relationship between leaders’ cross-border learning and organizational creativity was partially mediated by “multi-dimensional thinking”. These results suggest that leaders’ cross-border learning is an effective means of positively influencing leaders’ authentic leadership and the organizational creativity.
Purpose
Using a sample of about 323 Italian companies and 423 managers from July 2020–March 2021, the work tests hypotheses on reliability of The Open MOOd Questionnaire. Data collected are analyzed by a psychometric model and a latent trait is found. Results are verified and validated. Moreover, external robustness is assured by comparing the Rasch Analysis results with other statistical methods.
Design/methodology/approach
The purpose of this paper is to measure the level of openness of managers through the Open MOOd Questionnaire. Which aspects allow us to identify different management styles, and if the “openness” characterizes specific clusters of managers.
Findings
The study shows that the openness attitude in the professional activity of the managers is very high. The Open MOOd Questionnaire can be improved by considering some dichotomic items.
Practical implications
The study highlights the model proposed identifies the Open Manager’s competencies, and identifies teaching methods for their development.
Originality/value
The authors propose a new model to study openness. Diagnostic tools of consolidated statistical methods show that the Open MOOd Questionnaire is an effective tool to evaluate the openness.
Purpose-This study examined the relationship between authentic leadership and employee performance among public servants in Kigoma/Ujiji municipality in Tanzania. Further, we investigated the mediating role of motivation on the relationship between authentic leadership and employee performance.
Design/methodology/approach-A cross-sectional research design was applied along with a quantitative research approach. The study sampled 260 public servants selected by random sampling from a total of 800 employees. Data were analyzed using Mplus software using the maximum likelihood estimator to test for hypotheses.
Findings-The findings show a positive significant relationship between authentic leadership and employee performance, a positive significant relationship between authentic leadership and motivation and a positive significant relationship between motivation and employee performance. Furthermore, motivation was found to be a significant mediator in the relationship between authentic leadership and employee performance among public servants in Tanzania.
Practical implications-This study contributes to the corpus of research on authentic leadership, motivation and employee performance, especially in the context of public service. Additionally, it provides advice on how to use authentic leadership and motivation to enhance public servants performance. Managers should strive to create a motivational work climate characterized by trust, empowerment and recognition. By fostering a sense of ownership and investment in their work, managers can enhance employee motivation and engagement, leading to improved performance outcomes.
Originality/value-Our study is one of a kind to emphasize the crucial roles that authentic leadership and motivation play in promoting commitment, dedication and positive social interactions at work. Our study also advances the understanding of public service motivation (PSM) theory.
Purpose
The pandemic has necessitated employees to work virtually due to mandatory work-from-home setup. Since every employee is not comfortable working online owing to their individual differences which impact performance, thus, it is essential to identify individual characteristics governing performance. As per conventional theories, cognition and metacognition have a significant impact on employee performance, and the key to performance in a collaborative online environment also is metacognition. However, this has been scarcely explored in the context of virtual workspace. This study, therefore, empirically investigates the influence of metacognition and its sub-domains on employees' virtual performance given the challenges they face in a virtual work environment.
Design/methodology/approach
The cross-sectional study used a purposive sampling technique for data collection. Data collected from 534 professionals with high and low levels of metacognitive ability is analysed using univariate analysis to ascertain whether metacognitive ability helps employees deal with challenges associated with virtual work environments and perform better.
Findings
Results confirm a significant relationship between the level of metacognitive ability and virtual performance. Further, the findings also confirm the interaction effect of the level of metacognitive ability and challenge of maintaining work and non-work boundaries and the need for the physical presence of team member/s in predicting virtual performance.
Originality/value
This study is the first empirical attempt to examine the linkage between metacognitive ability and performance among professionals in the context of post-pandemic virtual work environment and challenges.
This article investigates church members' understanding of leadership and the follower–leader relationship in local congregations. The main problem is: How do followers in three Lutheran free churches in Norway describe the follower–leader relationship, and how can this relationship influence the leadership process? The material is constructed from qualitative interviews with followers; as such, it is the followers’ perspective on the leadership process. The informants in this study associate leadership with responsibility. This is a responsibility given and monitored by the congregation. Leadership is understood as socially and relationally constructed. It is a process co-created by leaders and followers in the congregation. This relationship between leaders and followers is described with friendship terminology by the informants. The pastors are described as close or personal friends of the informants. This understanding of the follower–leader relationship as friendship means influence is connected to equality. Moreover, pastoral friendship has implications for the accessibility and expectations of leaders, whereas money becomes more of a challenging matter in relationships understood to be friendship. Finally, findings suggest that the pastor also is seen as representing friendship with God.
Purpose
Business schools play a significant role in providing individuals with the ability to adapt to constantly changing environments. Such agile organizations require deans who, as leaders, possess the knowledge and attributes of astute and responsible executives. In this regard, the measurement of the attributes of leadership paves the way for evaluating a leader’s options process. In this study, we measure the attributes of leadership to pave the way for evaluating a leader’s decision-making process.
Design/methodology/approach
The rich data included the opinions of 93 university professors from seven countries: Iran, India, China, France, the UK, Canada and the USA. In appraising the responses, the authors considered the nationality and the development level of each participant’s country and continent. In this study, the authors developed an online questionnaire based on the best-worst method (BWM). By performing a one-way analysis of variance (ANOVA), the authors also determined the significant statistical differences of the scientific communities through the lenses of authentic leadership, leader-member exchange and social identity and leadership.
Findings
The results provide evidence of transparency, measured as the most important criterion for leading a business school, i.e. knowledgeable deanship. Furthermore, the findings reveal a meaningful difference between developed and developing countries in the context of an authentic leadership pillar.
Originality/value
This paper contributed to the literature in five major ways as follows: The authors investigated the attitudes of scientific communities from different countries, business schools, BWM, dean selection and leadership evaluation.By means of the BWM, the authors measured the criteria culminating in the selection of a knowledgeable leader for a business school.The authors compared and contrasted the attitudes of scientific communities in developing countries vis-à-vis those in developed ones.The authors addressed the differences and similarities among countries in relation to the selection of a knowledgeable business school leader.The authors provided beneficial insights by addressing the different perspectives of researchers on the weights of the criteria involved in the selection procedure for a business school dean.
Current research is unclear regarding the associations between authentic leadership (AL), intrinsic motivation, and exhaustion. Following self‐determination theory (SDT), we hypothesize that AL indirectly increases intrinsic motivation and decreases exhaustion by increasing basic psychological need satisfaction (BPNS). We propose that these processes occur through increased AL in leader‐employee interactions and a higher average display of AL. To test these hypotheses, we conducted three studies using a mixed‐methods approach. Results of Study 1 (cross‐sectional survey; N = 597) supported the indirect effects of AL on employees' intrinsic motivation and exhaustion via BPNS. Study 2 (experience sampling; two samples, replication, Ns = 63; 128 observations = 231; 460) supported the indirect effects of AL experiences in daily leader‐employee interactions. Study 3 (semi‐structured interviews; N = 38) provided additional support for the proposed effects. However, Study 3 also showed potential adverse effects of AL. Some employees perceived a fully open leader as irritating, exhausting, and damaging to the job climate, particularly, when leaders violated role expectations and engaged in hostile behaviors. As these adverse effects were rare, we conclude that the beneficial effects of increased and higher average AL on employees' BPNS, motivation, and exhaustion outweigh the adverse effects.
The COVID-19 pandemic underscored the necessity for effective public service leadership in managing complex crises. Employing the extended case method, this study examines sub-national pandemic responses in three countries, analyzing six comparative cases across governments and healthcare organizations. It focuses on the Situational Leadership Model (SLM) amidst diverse contingent factors such as political environments, resource allocation, cultural nuances, and community engagement. The findings demonstrate the adaptability of SLM in dynamic crisis contexts, highlighting its applicability in various organizational structures and cultural settings. Particularly notable is the interplay between organizational structure and leadership dynamics, as seen in the contrasting approaches of Zhongnan Hospital and Mayo Clinic. This research augments the discourse on crisis leadership, emphasizing adaptable and context-aware leadership strategies in navigating global health crises. It offers both theoretical and practical contributions, providing strategic insights for policymakers and leaders in similar future crises.
Penelitian mengenai intensi berpindah karyawan telah menjadi topik menarik di era pascapandemi, di mana banyak perusahaan berusaha pulih dari krisis dan merekrut tenaga kerja baru. Sementara itu, karyawan melihat peluang ini sebagai kesempatan untuk mencari atau beralih ke tempat kerja lain. Meskipun topik intensi berpindah telah dipelajari sebelum pandemi, penyebab perputaran biasanya dilihat dari perspektif individu. Oleh karena itu, penelitian ini bertujuan untuk mengeksplorasi peran kepemimpinan, khususnya kepemimpinan otentik, sebagai faktor utama dalam mengatasi perputaran karyawan, terutama dalam konteks Indonesia di mana penelitian sebelumnya kurang memperhatikan pegawai di sektor jasa. Penelitian ini menggunakan pendekatan kuantitatif dengan mengumpulkan data melalui kuesioner menggunakan skala Likert 1-5. Sampel penelitian terdiri dari 98 responden yang dipilih secara purposive sampling, yaitu pegawai di sektor jasa yang memenuhi kriteria tertentu. Data dianalisis menggunakan metode SMART PLS. Hasil penelitian menunjukkan bahwa kepemimpinan autentik memiliki dampak positif dalam membimbing karyawan untuk terlibat secara lebih dalam dalam pekerjaan mereka. Para karyawan merasa bahwa pemimpin mereka mampu bijaksana menghadapi situasi sulit dan membuat keputusan yang baik. Namun, kepemimpinan autentik tidak memiliki pengaruh yang signifikan terhadap niat berpindah karyawan, dan tidak ada hubungan yang signifikan antara kepemimpinan autentik dan keterikatan kerja. Oleh karena itu, hasil ini menunjukkan bahwa setiap pemimpin perlu berupaya membangun hubungan yang kuat dengan bawahan mereka dan memberikan kesempatan kepada mereka untuk terlibat dalam pengambilan keputusan guna meningkatkan keterlibatan. Penelitian ini juga memberikan kontribusi dalam menjelaskan bagaimana gaya kepemimpinan dapat memengaruhi keterlibatan karyawan dan mengurangi tingkat perputaran. Research on turnover intention has become an interesting topic in the post-pandemic period, where many companies tend to recover from the crisis and absorb labor. On the other hand, employees see this opportunity to seek/move to another workplace. Over the past few decades, turnover topics had been published before pandemics and the causes of turnover always look from the individual perspective. Therefore this study aims to examine leadership as a prominent factor to cope with turnover, especially with authentic leadership. especially in the Indonesian context, while previous research lacks of the sample of employees in the service sector. This research took a quantitative approach with data collection using a 1-5 Likert scale questionnaire. The sample was collected from 98 respondents by purposive sampling which aims to select according to the criteria, namely employees who work in the service sector. The data collection will be analyzed with SMART PLS. The result shows, authentic leadership can be a role model to guide employees into work engagement, they feel the leader can be wise to face challenging situations and make good decisions. In contrast, authentic leadership did not affect the turnover intention variable., authentic leadership and work engagement had no significant effect. As consequences, each leader in the group need to attempt their relationship with subordinates and give the change to them for involved the decision making and get their engagement. This study also contributes to elucidating how the leadership style will engage their subordinate and reduce turnover.
Leadership engrosses multiple actors and unique contexts that unfold along different timescales. The purpose of this study is to review the literature on authentic leadership, principal leadership, and distributed leadership and examine the current trends due to the pandemic and the growth of information and communication technology in higher educational institutions (HEI). This qualitative study adopted a literature review and in‐depth interviews of 10 educational faculty, 10 students, and 9 non‐HEI organisational leaders in India, predominantly based on a semi‐structured script. Our study used the approaches of purposive sampling and inductive analysis. Employing social cognitive theory, our study reports on participants' perceptions of existing leaders and discusses organisational behavioural attributes that need focus for leadership development. The hybrid multi‐layered model of leadership styles is suggested as a practical approach in India. This study contributes to the educational leadership development literature by highlighting the expectations of students and non‐HEI organisational leaders on the fundamental role of educational leaders and behavioural necessities.
Purpose
The COVID-19 pandemic has burdened the health-care system and exposed nurses to immense stress. This study therefore aims to investigate nurses’ mental well-being who are working with COVID-19-positive patients. Burnout leads to decreased productivity and manifests as emotional exhaustion, depersonalisation (cynicism) and low personal accomplishment (professional efficacy). Authentic leadership is built on a humanistic value system, which is the core value of nurses and other health-care professionals. This study therefore used authentic leadership as the independent variable.
Design/methodology/approach
A cross-sectional quantitative research method was adopted by distributing validated online questionnaires to 1,334 nurses in a private pathology laboratory and 241 questionnaires were analysed with 93.4% female respondents. Multiple linear regression model testing was conducted.
Findings
Multiple regression analyses showed statistically significant negative correlations between authentic leadership and emotional exhaustion, cynicism, job stress and job-stress-related presenteeism, and a positive correlation between authentic leadership and professional efficacy.
Practical implications
This study provides empirical data to encourage organisations to focus on developing authentic leaders to decrease nurses’ burnout, job stress and presenteeism. The health-care sector should strive to create an environment where nurses are valued and their talent is recognised to increase employee engagement and commitment.
Originality/value
There were two contributions in this study: first, to determine whether there is a relationship between authentic leadership job stress and job-stress-related presenteeism. Second, to determine whether there is a relationship between authentic leadership and the three sub-constructs of burnout.
The study of leadership is a rapidly evolving, multi-faceted field. Leadership is conceptualized as a social and cultural phenomenon, which cannot be fully understood from a single perspective. The leader, the follower, the context, and the interactions amongst these elements must all be considered. The Oxford Handbook of Leadership explores the complex relationship between leader, led, and the environment that constitutes leadership. Divided into five parts, it provides comprehensive coverage of the field, exploring the roles individual attributes, training, and development play in generating a leader who is capable of performing effectively. The book also examines the relationship between leadership and contextual factors in terms of an organizational role, one's culture, and a specific setting (e.g. military, higher education, and presidential). It furthermore takes a critical look at the extent to which leader and follower behavior in a social and/or organizational context are tied. The book also gives a consideration of what leader effectiveness means (i.e., what differentiates effective from ineffective leadership, including insights and scholarship that have emerged regarding this issue). A concluding chapter provides some overall comments concerning the current state of leadership research and some thoughts about potentially fruitful directions. Leadership research has come a long way, but the inherent dimensionality of the field leaves room for new insights and new directions.
This study was designed to investigate the relationship between authentic behavior and job satisfaction among child welfare caseworkers in Pennsylvania. Confirmatory factor analysis was conducted to validate the domains of the Authentic Behavior Scale (balanced processing, relational transparency, and internalized morality) and Job Satisfaction Scale, and the results provided consistent support for the factorial structure of the scales across child welfare caseworkers. The findings of this study revealed a positive correlation between authentic behavior and job satisfaction. To further explore this relationship, a path model was developed that included the elements of authentic behavior, job satisfaction, and demographic variables. The results indicated an association between the type of agency and internalized morality, impacting job satisfaction. Private workers showed a higher level of authentic behavior compared with public workers, with authentic behavior associated with greater job satisfaction. The findings suggest that authentic behavior can play a crucial role in social work practice and warrants considerable attention.
In higher education, EI is crucial to leadership. Leaders of universities and colleges must navigate difficult issues, provide a pleasant learning environment, and manage varied teams. EI can greatly affect a leader's negotiation skills. Strong emotional intelligence in leaders unlocks their own and others' potential. This chapter discusses leadership, emotional intelligence, and the pyramid model. Technology also helps leaders use emotional intelligence. The strategies framework trains educators and professionals. This study proposes a new theoretical framework of the emotional abilities a leader needs to learn to build human capital. The pyramid model of emotional intelligence and leadership tactics are studied.
The findings of the empirical study to understand authentic leadership's role as a facilitator of collaborative leadership is shared in this article. The tool used to measure the relationship and assess collaborative leadership is described and analysed. The findings confirm the concept that authentic leadership plays a positive role in enabling collaborative leadership. The tool is an original contribution. It is of significance in the study of collaborative leadership and its practical application.
Purpose
The purpose of this study is to document the process of transformative learning during students’ internships.
Design/methodology/approach
A qualitative study was conducted with 13 interviewed students to gain deeper insights into their learning experiences during their internships. Their weekly reflections from their 6 month’s internship experience were also coded for common themes.
Findings
The study found numerous trigger events ranging from task-related challenges to interpersonal challenges to environmental challenges led to mindset shifts in students during their internships. The mindset shifts are enabled by students engaging in the trigger events through asking questions, seeking information and reflecting. Other enablers of these mindset shifts are workplace psychological safety, social support and individual learning orientation. The conclusion drawn is that trigger events and enabling resources such as external support are central to healthy mindset shifts and learning.
Practical implications
This paper provides important guidance for supporting transformative learning during student internships.
Originality/value
This paper provides important guidance for supporting transformative learning during student internships.
Article type: Research Article The relationship between Transformational Leadership (TL) and organizational performance (OP) has been studied in various contexts. Leaders' involvement in Corporate Social responsibility (CSR) activities is more likely to influence organizational performance. However, how CSR affects the relationship between TL and OP remains under-researched, especially in emerging markets. The purpose of this study is to investigate the relationship between TL and OP in the context of the Indian pharmaceutical industry. Further, it investigates how the CSR activities mediate the relationship between TL and OP A structured questionnaire was administered online to collect the responses from 300 managers. The data was analyzed using PLS-SEM. The results identified the positive impact of TL on CSR and CSR on OP This Study unveiled the mediation of CSR between TL and OP relationship. These findings highlight TL, OP, and CSR as essential parts of an organization.
Dr. Diane Rosen is a principal at Compass Consultants, a business consultancy. In this article, she discusses how nonprofit leadership is different from the for‐profit sector and how to optimize impact through 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.
Two studies tested the prediction that people who identify strongly with a group base leadership perceptions on the group prototypicality of the leader whereas leadership schemas diminish in importance. Leadership and prototypicality were operationalized as relational constructs grounded in people's salient social comparative frame of reference. Study 1 (N = 82) had participants nominate a group leader and measured perceptions of the leader relative to nonleaders on leadership effectiveness, group prototypicality, and leadership stereotypicality. In Study 2 (N = 164) prototypicality, stereotypicality, and group salience were experimentally manipulated. As predicted, leadership stereotypicality became a weaker basis for leadership among high identifiers. The role of prototypicality in leadership was complexly affected by identification, which (a) accentuated leader–follower similarity on perceived prototypicality and leadership effectiveness, (b) changed the salient frame of reference, and (c) thus changed relative prototypicality of group members and leadership perceptions.
Two studies used the self-concordance model of healthy goal striving (K. M. Sheldon & A. J. Elliot, 1999) to examine the motivational processes by which people can increase their level of well-being during a period of time and then maintain the gain or perhaps increase it even further during the next period of time. In Study I, entering freshmen with self-concordant motivation better attained their 1st-semester goals, which in turn predicted increased adjustment and greater self-concordance for the next semester's goals. Increased self-concordance in turn predicted even better goal attainment during the 2nd semester, which led to further increases in adjustment and to higher levels of ego development by the end of the year. Study 2 replicated the basic model in a 2-week study of short-term goals set in the laboratory. Limits of the model and implications for the question of how (and whether) happiness may be increased are discussed.
A field investigation of 337 employees and their immediate superiors tested the mediating role of empowerment in relations between job characteristics, leader-member exchange (LMX), team-member exchange (TMX), and work outcomes. The meaning and competence dimensions of empowerment mediated the relation between job characteristics and work satisfaction. The meaning dimension also mediated the relation between job characteristics and organizational commitment. Contrary to prediction, empowerment did not mediate relations between LMX, TMX, and the outcome variables. Rather, LMX and TMX were directly related to organizational commitment. In addition,TMX was directly related to job performance. These findings suggest that work satisfaction is explained largely by job characteristics (through empowerment) but that LMX and TMX combine with job characteristics and empowerment to explain variation in organizational commitment and job performance.
Four experiments demonstrated that certainty about self-attributes is associated with positive affect about the self. In Experiments (Exps.) 1–3, low esteem was associated with less certainty about possessing several trait attributes, as measured by confidence intervals (Exps. 1–2) and reaction time (Exp. 3). The finding that low-esteem Ss were less certain was reversed when Ss rated the traits in public (Exp. 2a), suggesting that low-esteem Ss do not simply respond to impression management cues, and was attenuated when Ss estimated the traits of friends (Exps. 2b and 3), suggesting that lack of certainty of low-esteem people is specific to self-judgments. In Exp. 4, Ss exposed to certain diagnoses of their self-perceived traits showed an improvement in self-affect and egotism. Links between prediction and control, and subsequent affect about the self are discussed.
An integrative model of the conative process, which has important ramifications for psychological need satisfaction and hence for individuals’ well-being, is presented. The self-concordance of goals (i.e., their consistency with the person’s developing interests and core values) plays a dual role in the model. First, those pursuing self-concordant goals put more sustained effort into achieving those goals and thus are more likely to attain them. Second, those who attain self-concordant goals reap greater well-being benefits from their attainment. Attainment-to-well-being effects are mediated by need satisfaction, i.e., daily activity-based experiences of autonomy, competence, and relatedness that accumulate during the period of striving. The model is shown to provide a satisfactory fit to 3 longitudinal data sets and to be independent of the effects of self-efficacy, implementation intentions, avoidance framing, and life skills.
Organizations are prone to ego defenses, such as denial, rationalization,
idealization, fantasy, and symbolization, that maintain collective self-esteem and the
continuity of existing identity. These defenses are dysfunctional when they militate against
necessary organizational change. Maladaptive identity defense mechanisms can be
mitigated through processes of organizational learning in the form of critical self-reflexivity
and an identity-focused dialogue, which promote attitudes of wisdom.
In this study, the authors examined the findings and implications of the research on trust in leadership that has been conducted during the past 4 decades. First, the study provides estimates of the primary relationships between trust in leadership and key outcomes, antecedents, and correlates (k = 106). Second, the study explores how specifying the construct with alternative leadership referents (direct leaders vs. organizational leadership) and definitions (types of trust) results in systematically different relationships between trust in leadership and outcomes and antecedents. Direct leaders (e.g., supervisors) appear to be a particularly important referent of trust. Last, a theoretical framework is offered to provide parsimony to the expansive literature and to clarify the different perspectives on the construct of trust in leadership and its operation.
Charismatic leadership has been largely overlooked by organizational theorists. In part, the problem can be attributed to the lack of a systematic conceptual framework Drawing from political science, sociology, and social psychology, this paper addresses the problem by proposing a model linking organizational contexts to charismatic leadership. A series of research hypotheses is offered.
Psychology after World War II became a science largely devoted to healing. It concentrated on repairing damage using a disease model of human functioning. This almost exclusive attention to pathology neglected the idea of a fulfilled individual and a thriving community, and it neglected the possibility that building strength is the most potent weapon in the arsenal of therapy. The aim of positive psychology is to catalyze a change in psychology from a preoccupation only with repairing the worst things in life to also building the best qualities in life. To redress the previous imbalance, we must bring the building of strength to the forefront in the treatment and prevention of mental illness.
The Oxford Handbook of Positive Psychology studies the burgeoning field of positive psychology, which, in recent years, has transcended academia to capture the imagination of the general public. The book provides a roadmap for the psychology needed by the majority of the population-those who don't need treatment, but want to achieve the lives to which they aspire. The articles summarize all of the relevant literature in the field, and each is essentially defining a lifetime of research. The content's breadth and depth provide a cross-disciplinary look at positive psychology from diverse fields and all branches of psychology, including social, clinical, personality, counseling, school, and developmental psychology. Topics include not only happiness-which has been perhaps misrepresented in the popular media as the entirety of the field-but also hope, strengths, positive emotions, life longings, creativity, emotional creativity, courage, and more, plus guidelines for applying what has worked for people across time and cultures.
Over and over, investigators have found self-esteem to be central in a broad network of constructs associated with motivation, performance, and well-being. Esteeming oneself—thinking well of oneself—has often been found to relate to more effective behavior and better adjustment than has low self-regard.
This book, written by a leading scholar in leadership, takes readers through a very realistic look at what it takes to develop leadership competencies. Focusing on four major goals, this text: provides the reader with a broader and deeper understanding of what constitutes authentic leadership development; challenges a very basic notion that leaders are born versus made; talks about the elements that comprise leadership development so readers are informed to ask the many providers of leadership development the right questions; and develops full leadership potential. There are numerous case examples used throughout the book: high-tech executives, community leaders, correctional service supervisors, bank managers in Canada, and platoon commanders in Israel. Each example is used as a general basis for discussing how people develop their leadership potential, and as models of training and evaluation. Leadership Development in Balance: MADE/Born is intended for graduate or undergraduate students of leadership, project managers, supervisors, senior executives, school principles, health care officers, or legislators. © 2005 by Lawrence Erlbaum Associates, Inc. All rights reserved.
Presenting a follower-centered perspective on leadership, this book focuses on followers as the direct determinant of leadership effects because it is generally through follower reactions and behaviors that leadership attempts succeed or fail. Therefore, leadership theory needs to be articulated with a theory of how followers create meaning from leadership acts and how this meaning helps followers self-regulate in specific contexts. In this book, an attempt is made to develop such a theory, maintaining that the central construct in this process is the self-identity of followers. In developing this theoretical perspective, the authors draw heavily from several areas of research and theory. The most critical constructs do not come directly from the leadership literature, but from social and cognitive theory pertaining to follower's self-identity, self-regulatory processes, motivation, values, cognitions, and emotions and perceptions of social justice. Leaders may have profound effects on these aspects of followers and it is by analyzing such indirect, follower-mediated leadership effects that most ideas regarding leadership theory and practice are developed. Due to its broad theoretical focus, this book is relevant to a number of audiences. The authors' principal concern is with the development of leadership theory and the practice of leadership making the book relevant to audiences in management, applied psychology, and social psychology. They have tried to clearly define key constructs and provide practical examples so that the book could be accessible to advanced undergraduate students. However, the diversity of the underlying theoretical literatures and the complexity of the framework developed also make the book appropriate for graduate courses in those disciplines, and for readers with a professional interest in leadership theory or practice. © 2004 by Lawrence Erlbaum Associates, Inc. All rights reserved.
Assessing shared leadership: Development and preliminary validation of a team multifactor leadership questionnaire In recent years, a great deal of interest has been generated in the United States and abroad regarding the use of teams to build and rebuild organizations (Amason, Thompson, Hochwater, & Harrison, 1995; Cascio, 1995; Hackman, 1992; Kirkman & Rosen, 2001). Pressures to downsize and restructure organizations have led to a reduction in levels of management, with more emphasis now being placed on creating flexible forms of work, greater degrees of worker empowerment, and more interdependence among workers to accomplish their tasks (Smith, Peterson, & Misumi, 1994). These changes have led to repeated calls for implementing the work team concept in organizations. As more organizations turn to the use of teams, the need to examine the leadership processes that make teams successful has become more imperative (Pearce, Yoo, & Alavi, in press). There has been considerable evidence ...
We propose a model of group processes that accords a key role to the verification of people's self-views (thoughts and feelings about the self). This approach partially incorporates past work on self-categorization (under the rubric of verification of social self-views) and introduces a new set of processes (the verification of personal self-views) to the groups literature. Conceptual analysis and recent empirical evidence suggest the self-verification framework offers a novel perspective on finding value in diversity.
This article reports the results of two studies that tested the Model of Self-Sacrificial Leadership. The Model explores why self-sacrificial behaviors would arise in organizational settings and the effects this would have on followers when a leader exhibits self-sacrificial behaviors. Two experimental studies were conducted with 357 student and 157 industry subjects to investigate the effects of self-sacrificial leader behaviors on the followers' perceptions and attitudes. The main hypotheses of the Model were confirmed: (1) Followers attributed charisma and legitimacy to a self-sacrificial leader and (2) intended to reciprocate such a leader's behaviors. These effects were moderated by the followers' perceptions of the leader's competence. Implications of the results are discussed and future research directions are proposed.
This article proposes a positive approach to organizational behavior (OB). Although the importance of positive feelings has been recognized through the years in the academic OB and popular literature, both management scholars and practitioners have arguably too often taken a negative perspective-trying to fix what is wrong with managers and employees and concentrating on weaknesses. Positive organizational behavior (POB) follows the lead of recently emerging positive psychology, which is driven by theory and research focusing on people's strengths and psychological capabilities. Instead of just retreading and putting a positive spin on traditional OB concepts, this unveiling of POB sets forth specific criteria for inclusion. Not only does positivity have to be associated with the concept, but it must also be relatively unique to the OB field, have valid measures, be adaptable to leader/management and human resource training and development, and, most important, capable of contributing to performance improvement in today's workplace. The criteria-meeting concepts of confidence/self-efficacy, hope, optimism, subjective well-being/happiness, and emotional intelligence (or the acronym CHOSE) are identified and analyzed as most representative of the proposed POB approach. The implications of these POB concepts for the workplace are given particular attention.
In this article, we review the history of the social scientific study of leadership and the prevailing theories of leadership that enjoy empirical support. We demonstrate that the development of knowledge concerning leadership phenomena has been truly cumulative and that much is currently known about leadership. We identify the contributions of the trait, behavioral, contingency and neocharismatic paradigms and the results of empirical research on prevailing theories. Issues that warrant research in each of the paradigms and theories are described. Ten additional topics for further investigation are discussed and specific recommendations are made with regard to future research on each of these topics.
What is the nature of the extremely negative attitudes expressed by so many employees toward their organizations? To respond to this question, we introduce the concept of organizational cynicism. We review the literature from several disciplines on this concept and suggest that organizational cynicism is an attitude composed of beliefs, affect, and behavioral tendencies toward an organization. Following our review and conceptualization, we derive implications of this concept and propose a research agenda for organizational cynicism.
Executives should not take a reputation for ethical leadership for granted. Based on interviews with senior executives and corporate ethics officers, this article reveals that a reputation for executive ethical leadership rests on two essential pillars: the executive's visibility as a moral person (based upon perceived traits, behaviors, and decision-making processes) and visibility as a moral manager (based upon role modeling, use of the reward system, and communication). Developing a reputation for ethical leadership pays dividends in reduced legal problems and increased employee commitment, satisfaction, and employee ethical conduct. The alternatives are the unethical leader, the hypocritical leader (who talks the talk, but doesn't walk the walk), and the ethically neutral leader (who may be an ethical person, but employees don't know it because the leader has not made ethics and values an explicit part of the leadership agenda). The article also offers guidelines for cultivating a reputation for ethical leadership.
The aim of this study was to determine whether an individual's defense style significantly influences his or her relationship satisfaction in the transition to parenthood. Questionnaire measures of relationship satisfaction and personality (including defense style) were administered in the midtrimester of pregnancy to 157 couples expecting their first child. Follow-up assessments of relationship satisfaction were conducted at 4 and 12 months postpartum. The strongest predictor of current relationship satisfaction for both mothers and fathers was prior relationship satisfaction. In addition, measures of defense style were found to contribute significantly to the prediction of relationship satisfaction at both postpartum assessments. The results support the usefulness of models of defense style for understanding processes of coping and adjustment in normal adults. Methodological issues in the measurement of defense style and gender differences in defense functioning are discussed.
This article presents a framework for emotional intelligence, a set of skills hypothesized to contribute to the accurate appraisal and expression of emotion in oneself and in others, the effective regulation of emotion in self and others, and the use of feelings to motivate, plan, and achieve in one's life. We start by reviewing the debate about the adaptive versus maladaptive qualities of emotion. We then explore the literature on intelligence, and especially social intelligence, to examine the place of emotion in traditional intelligence conceptions. A framework for integrating the research on emotion-related skills is then described. Next, we review the components of emotional intelligence. To conclude the review, the role of emotional intelligence in mental health is discussed and avenues for further investigation are suggested.
This article reports the results of two studies that tested the Model of Self-Sacrificial Leadership. The Model explores why self-sacrificial behaviors would arise in organizational settings and the effects this would have on followers when a leader exhibits self-sacrificial behaviors. Two experimental studies were conducted with 357 student and 157 industry subjects to investigate the effects of self-sacrificial leader behaviors on the followers' perceptions and attitudes. The main hypotheses of the Model were confirmed: (1) Followers attributed charisma and legitimacy to a self-sacrificial leader and (2) intended to reciprocate such a leader's behaviors. These effects were moderated by the followers' perceptions of the leader's competence. Implications of the results are discussed and future research directions are proposed.
Emotional intelligence is a type of social intelligence that involves the ability to monitor one's own and others' emotions, to discriminate among them, and to use the information to guide one's thinking and actions (Salovey & Mayer, 1990). We discuss (a) whether intelligence is an appropriate metaphor for the construct, and (b) the abilities and mechanisms that may underlie emotional intelligence. © 1993.