Journal articles: 'Authentic leadership'

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Morse, Adam. "Authentic Leadership." University of Western Ontario Medical Journal 87, no. 2 (March 12, 2019): 33–34. http://dx.doi.org/10.5206/uwomj.v87i2.1419.

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Hughes, Vickie. "Authentic Leadership." Journal of Christian Nursing 35, no. 2 (2018): E28—E31. http://dx.doi.org/10.1097/cnj.0000000000000491.

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Murphy, Lin G. "Authentic Leadership." JONA: The Journal of Nursing Administration 42, no. 11 (November 2012): 507–12. http://dx.doi.org/10.1097/nna.0b013e3182714460.

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Eriksen, Matthew. "Authentic Leadership." Journal of Management Education 33, no. 6 (June 22, 2009): 747–71. http://dx.doi.org/10.1177/1052562909339307.

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Gunderman, Richard B., and Mario Maas. "Authentic Leadership." Journal of the American College of Radiology 11, no. 5 (May 2014): 518–19. http://dx.doi.org/10.1016/j.jacr.2013.11.002.

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Champy, Jim. "Authentic leadership." Leader to Leader 2009, no. 54 (September 2009): 39–44. http://dx.doi.org/10.1002/ltl.363.

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Harrison, Penny. "Authentic nursing leadership." Gastrointestinal Nursing 20, no. 5 (June 2, 2022): 50. http://dx.doi.org/10.12968/gasn.2022.20.5.50.

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Min, Donghwa, and Dongil Jung. "A Critical Review of the Concept of Authentic Leadership." Korean Academy of Management 30, no. 4 (November 30, 2022): 129–74. http://dx.doi.org/10.26856/kjom.2022.30.4.129.

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Authentic leadership has been one of the most widely researched theories in the study of leadership over the past 20 years, and many scholars have derived a variety of notable results through research. However, many other scholars have pointed out several problems in the existing research that the concept of authentic leadership is not theoretically clear and measurement does not accurately reflect reality. In this situation, in order to find out why authentic leadership cannot be free from these criticisms, this study conducted a critical review of widely distributed authentic leadership studies. First, 184 authentic leadership studies listed in SSCI and SCOPS were reviewed for critical analysis, and the evolution of authentic leadership was examined based on Reichers & Schneider’s three-stage model for the evolution of constructs( 1990) as a theoretical framework. As a result of the analysis, it was found that authentic leadership’s definition was accepted without a conceptual consensus process, and the definition of authentic leadership presented from another perspective was not theoretically integrated. In addition, applying the authentic person mainly used in psychology to leadership mechanically did not properly reflect the context in which leaders operate, and some unrealistic factors were incorporated into the definition. Based on these potential problems, we presented to integrate a more comprehensive perspective based on theories in various fields, and qualitative studies to understand the realistic concept of authentic leadership recognized by followers. We also presented the development of new measurement tools after the concept of more realistic authentic leadership was established.

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Ribeiro, Neuza, Ana Patrícia Duarte, Rita Filipe, and Rui Torres de Oliveira. "How Authentic Leadership Promotes Individual Creativity: The Mediating Role of Affective Commitment." Journal of Leadership & Organizational Studies 27, no. 2 (April 23, 2019): 189–202. http://dx.doi.org/10.1177/1548051819842796.

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This study sought to provide a more comprehensive understanding of how authentic leadership can affect employees’ individual creativity through affective commitment’s mediating role. The sample included 177 leader–follower dyads from 26 private, small- and medium-sized enterprises. Followers reported their levels of affective commitment and perceptions of authentic leadership, and leaders assessed each follower’s level of creativity. The results show that authentic leadership has a positive impact on affective commitment and creativity. Moreover, affective commitment fully mediates the relationship between perceived authentic leadership and individual creativity. Organizations can thus increase employees’ affective commitment and creativity by encouraging their managers to adopt more authentic leadership styles. Additional studies with larger samples are needed to determine more clearly not only authentic leadership’s influence on individual creativity but also other psychosocial and personal variables’ effects on that relationship.

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Kamau, Joyce. "Credible–Authentic Leadership Principles." European Journal of Business and Management Research 7, no. 5 (October 7, 2022): 6–10. http://dx.doi.org/10.24018/ejbmr.2022.7.5.1661.

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Credibility and authenticity in leadership are two crucial values that determine both the leader's and follower’s effectiveness. With the current global changes and emerging trends in the business environment, credible and authentic leadership is indeed the next organization's unique competitive advantage. As most leadership authors have noted, the influence a leader has on his/her followers is dependent on their personal credibility. In an era characterized by leaders giving empty promises, exuding greed and other practices of moral decadency, emphasis on credible and authentic leadership come in handy to restore hope, confidence and optimism in leadership. It’s very clear from the available literature that credible and authentic leadership has a significant effect on a leader’s effectiveness as well as that of his/her followers. This paper seeks to explicate various principles that enable leaders to develop credibility and authenticity. The paper has also analyzed various discussions on leadership credibility & authenticity and concluded that developing and strengthening leadership credibility and authenticity is an ongoing process.

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Crippen, Carolyn. "Enhancing authentic leadership−followership." Management in Education 26, no. 4 (October 2012): 192–98. http://dx.doi.org/10.1177/0892020612439084.

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Chaudhary, Richa, and Chinmay Panda. "Authentic leadership and creativity." International Journal of Productivity and Performance Management 67, no. 9 (November 19, 2018): 2071–88. http://dx.doi.org/10.1108/ijppm-02-2018-0082.

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Purpose The purpose of this paper is to develop and test a conceptual model which explains whether and how authentic leadership, through psychological meaningfulness, safety and work engagement, influences employee creativity. The authors delineate two pathways from authentic leadership to work engagement, which in turn foster creativity. The first pathway illuminates how authentic leadership generates psychological meaningfulness which enhances work engagement and creativity subsequently, while the second elucidates the indirect impact of authentic leadership on creativity via psychological safety and work engagement. Design/methodology/approach Data were collected from 300 employees working in heavy engineering and automobile industry in India. Regression analysis was used to analyze data with the help of SPSS 24. Serial mediation effects were tested with the help of bootstrapping procedures using SPSS process macro (Hayes, 2013). Findings Psychological meaningfulness and work engagement were found to mediate the relationship of authentic leadership with creativity both independently and in series. Psychological safety failed to transfer the effect of authentic leadership on both work engagement and creativity. Practical implications Organizations may reap the benefits of a creative and engaged workforce by selecting, nurturing and developing authentic leaders. Originality/value The study contributes to theory building in the area of authentic leadership by enriching the understanding of the processes carrying the effect of authentic leadership on desirable workplace outcomes. In doing so, the study also explicates the less understood nature of relationship between leadership and creativity.

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Ling, Qian, Fang Liu, and Xiaoyi Wu. "Servant Versus Authentic Leadership." Cornell Hospitality Quarterly 58, no. 1 (July 10, 2016): 53–68. http://dx.doi.org/10.1177/1938965516641515.

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This study compares the effectiveness of servant versus authentic leadership in hospitality firms by examining relationships with group-level trust and individual-level work outcomes (i.e., organizational commitment, work engagement, and work performance), and their influencing mechanisms through trust climate. Using two-wave data from 1,132 employee–supervisor pairs from 80 departments in 16 star-level hotels in China, we find that these two forms of leadership have positive effects on group trust climate and employee work outcomes; however, the magnitudes and paths of their effects are distinct. In comparison with authentic leadership, servant leadership has a more significant effect on creating a trust climate and a more direct effect regarding increasing employees’ positive work attitudes (i.e., organizational commitment and work engagement), ultimately influencing work performance. This study also demonstrates the importance of group trust climate in relationships between group-level leadership and individual-level employee work attitudes and performance. These findings extend the scope of servant and authentic leadership research, and advocate servant leadership in the hospitality industry.

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Raso, Rosanne. "Be you! Authentic leadership." Nursing Management (Springhouse) 50, no. 5 (May 2019): 18–25. http://dx.doi.org/10.1097/01.numa.0000557619.96942.50.

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Park, Jeong Won, and Seung Yeon Son. "Authentic Leadership and Creativity." Journal of Human Resource Management Research 23, no. 4 (November 30, 2016): 15–34. http://dx.doi.org/10.14396/jhrmr.2016.23.4.15.

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Patterson, Barbara J., Laura Dzurec, Gwen Sherwood, and D. Anthony Forrester. "Developing Authentic Leadership Voice." Nursing Education Perspectives 41, no. 1 (2020): 10–15. http://dx.doi.org/10.1097/01.nep.0000000000000494.

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Irvansyah, Adi, Sumardjo Sumardjo, and Rahmat Syah. "Implementation of Authentic Leadership Attitudes to Tutors at Community Learning Center (CLC)." Edukasi 15, no. 1 (May 26, 2021): 66–73. http://dx.doi.org/10.15294/edukasi.v15i1.30184.

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Current research intends to explore authentic leadership's role in the classroom's learning management process and motivation. The object of this research is PKBM An-Nur in Sukamakmur Bogor. The research instrument used interviews and direct observation. The results showed that authentic leadership affects work involvement and affective well-being related to management in PKBM An-Nur. Authentic leadership shows results in the expected direction, namely tutor awareness in teaching and building teamwork in PKBM organizations. Fatigue negatively affects performance and well-being, whereas engagement predicts well-being positively. Quantitative excess is positively associated with attention and burnout. Authentic leadership shows an indirect effect on all outcomes. Quantitative advantages also mediate the relationship between Authentic leadership and engagement and fatigue and sincerity of being a PKBM tutor.

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Anwar, Aizza, Ghulam Abid, and Ali Waqas. "Authentic Leadership and Creativity: Moderated Meditation Model of Resilience and Hope in the Health Sector." European Journal of Investigation in Health, Psychology and Education 10, no. 1 (July 17, 2019): 18–29. http://dx.doi.org/10.3390/ejihpe10010003.

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Authentic leaders are recognized as self-aware individuals who act according to their values and beliefs in the organization. Most of the studies have acknowledged the positive impact of authentic leaders on followers. However, the characteristics of an authentic leader, such as making decisions according to his/her own belief system, might negatively affect the followers. The current study aims to investigate the relationship of authenthic leadership/leaders (AL) and creativity through the mediating role of resilience. In this study, data were collected from 172 nurses working at public hospitals using a three-wave, time-lagged study design. The findings show that authentic leadership significantly predicts hope among employees. A hopeful individual positively reflects creativity in the workplace and also mediates the relationship between authentic leadership and creativity at workplace. These results report that authentic leadership impacts hope in a positive manner; thereby, increasing the level of creativity of nurses at the workplace. The study also highlights that if a resilient nurse is supervised by an authentic leader, it decreases hope and eventually creativity at work. The paper elaborates theoretical and practical implications for the health care sector along with limitations and direction for future research.

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Kumari, Sushma, and Snigdha Dash. "Transformational Leadership and Authentic Leadership Influenced on Higher Educational Institute." YMER Digital 21, no. 08 (August 19, 2022): 765–81. http://dx.doi.org/10.37896/ymer21.08/64.

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Objectives: - This study aims to show the significant relationship between Transformational Leadership and Authentic Leadership in higher educational institutes. Research Methodology: - This study follows a literature review approach. The study presents 70 research papers published in leading journals from 2011-to 2021. This Review provides an understanding of the direction for future researchers. Findings: - The finding of this study is that transformational Leadership and authentic leadership influence higher education. The study found that Transformational Leadership and Authentic Leadership significantly influence higher education. Transformational leaders are energetic passionate and inspire their followers to achieve the organization's goals. Authentic leaders promote authenticity among followers to enhance the better relationship with them. The higher educational institute needs Transformational Leadership and Authentic Leadership both for innovation. Conclusion & recommendations: - It can be concluded that transformational Leadership and Authentic Leadership have a significant relationship with the higher educational institute. The study recommends that higher educational institutes accept transformational Leadership and Authentic Leadership to improve performance and create innovation. Keywords: - Transformational Leadership, Authentic Leadership, appreciate, Higher education, Inspired, Employee engagement

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Lowe, Kevin B. "The authentic classroom." Journal of Management & Organization 25, no. 03 (May 2019): 445–52. http://dx.doi.org/10.1017/jmo.2019.41.

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AbstractA panel of eight leadership scholars was convened to participate in a panel at the 20th International Leadership Association Conference to discuss the benefits and the pitfalls of applying authentic leadership theory to the classroom setting. Inspired by Ken Parry's masterful teaching and the authenticity that he displayed in the classroom, this paper provides an overview of the panel's discussion as they grappled with the attractions, the challenges and the risks that are posed to both teacher-scholars and student-scholars in bringing their full selves into the classroom.

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Vendette, Sebastien, Catherine Anne Helmuth, and Melissa L. Intindola. "Authentic Leadership: Rediscovering What it Means to be Authentic." Academy of Management Proceedings 2020, no. 1 (August 2020): 18557. http://dx.doi.org/10.5465/ambpp.2020.18557abstract.

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Kyei-Poku, Ivy, and Ying (Jason) Yang. "Authentic leadership and citizenship behavior." International Journal of Organization Theory & Behavior 23, no. 3 (April 2, 2020): 245–58. http://dx.doi.org/10.1108/ijotb-08-2018-0091.

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PurposeThe purpose of this study is to assess the pathway through which authentic leadership influences organizational citizenship behavior (OCB). The authors examine how the perception of overall fairness and a sense of belongingness mediate the relationship between authentic leadership and OCB.Design/methodology/approachThe authors distributed survey questionnaires to full-time employees working for an insurance company. Data were collected in two phases. To test the hypotheses, the authors conducted hierarchical multiple regression analysis using the PROCESS macro by Hayes (2012).FindingsPROCESS analysis reveals that overall fairness mediates the relationship between authentic leadership and subordinates' sense of belongingness, which is then positively related to OCB. Taken together, these findings are largely in line with the authors’ theoretical model.Originality/valueEmpirical research has yet to explore how authentic leaders create the perception of fairness, which influences subordinates' OCB. Thus, this study extends the authors’ knowledge on the extant literature of organizational behavior by integrating two important domains—authentic leadership and organizational fairness—to propose that authentic leadership is a fair leadership that aids in promoting OCB. Also, studies on authentic leadership processes have examined basic models and neglected the possibility of sequential mediation. To better understand the complex relationship of authentic leadership and OCB, the authors examine overall fairness and belongingness as sequential mediators.

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Jain, Somya, and Pratima Daipuria. "DYNAMICS OF SERVANT LEADERSHIP, AUTHENTIC LEADERSHIP AND MINDFULNESS." Jurnal MANAJERIAL 20, no. 1 (December 9, 2021): 21–31. http://dx.doi.org/10.17509/manajerial.v20i1.23928.

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Leadership has always played a vital role is organisational growth an culture. Mindfulness has been found to be one of the essential attributes that can increase leadership effectiveness manifold. Keeping this in view many companies are promoting mindfulness practices to improve the health and decision making of their leaders. In this study, the authors develop a framework of effective leadership through a blend of mindfulness and attributes of authentic and servant leadership. In-depth theoretical reflections from various articles, researches are presented in the paper to suggest the framework. The study establishes the relationship between the two types of leadership with mindfulness which can be helpful in training and coaching leaders for effectiveness.Keywords: Mindfulness, Servant Leadership, Authentic Leadership

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Rodriguez, Richard A., Mark T. Green, Yu Sun, and Barbara Baggerly-Hinojosa. "Authentic Leadership and Transformational Leadership: An Incremental Approach." Journal of Leadership Studies 11, no. 1 (July 2017): 20–35. http://dx.doi.org/10.1002/jls.21501.

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SHAHIN, AMANY I. "Powerful Insights of Authentic Leadership." International Review of Management and Business Research 9, no. 1 (March 30, 2020): 38–48. http://dx.doi.org/10.30543/9-1(2020)-3.

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Bylone, Mary. "Authentic Leadership: Lessons Learned Undercover." AACN Advanced Critical Care 21, no. 4 (October 1, 2010): 341–44. http://dx.doi.org/10.4037/nci.0b013e3181f09a86.

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Saidalavi, K. "Authentic Leadership and Organizational Effectiveness." Asian Journal of Research in Business Economics and Management 8, no. 4 (2018): 9. http://dx.doi.org/10.5958/2249-7307.2018.00032.4.

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Dimovski, Vlado, Marko Ferjan, Miha Maric, Miha Uhan, Marko Jovanovic, and Matej Janezic. "Authentic leadership to the future." Skola biznisa, no. 1 (2012): 1–14. http://dx.doi.org/10.5937/skolbiz1201001d.

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Bong, Jun-Ho, Kyung-Soo Kim, and Hwan-Ki Cho. "Authentic leadership and work performance." Korean Journal of Hospitality & Tourism 28, no. 6 (August 31, 2019): 165–75. http://dx.doi.org/10.24992/kjht.2019.08.28.06.165.

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Bong, Jun-Ho, Hyuk-Soo Kim, and Hyun-Jun Choi. "Authentic leadership and customer orientation." Korean Journal of Hospitality & Tourism 28, no. 6 (August 31, 2019): 83–92. http://dx.doi.org/10.24992/kjht.2019.08.28.06.83.

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Petrushikhina, Elena. "THE PROBLEM OF AUTHENTIC LEADERSHIP." RSUH/RGGU Bulletin. Series Psychology. Pedagogics. Education, no. 2 (2016): 45–52. http://dx.doi.org/10.28995/2073-6398-2016-2-45-52.

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Woolley, Lydia, Arran Caza, and Lester Levy. "Authentic Leadership and Follower Development." Journal of Leadership & Organizational Studies 18, no. 4 (November 30, 2010): 438–48. http://dx.doi.org/10.1177/1548051810382013.

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This article contributes to the theoretical understanding of the relationship between authentic leadership and follower psychological capital. Structural equation models using a representative national sample of working adults revealed a positive relationship between authentic leadership and followers’ psychological capital, partially mediated by positive work climate, and a significant moderating effect from gender. Findings support previous predictions about the effects of authentic leadership and begin to reveal the mechanisms by which authentic leaders affect followers. Moreover, they underscore the need to consider the influence of follower characteristics in understanding leadership outcomes. Implications and directions for future research are discussed.

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Atewologun, Doyin, Brigid Jan Carroll, Ghislaine Caulat, Joanne B. Ciulla, Ceasar Douglas, B. Parker Ellen III, Dail Fields, et al. "Critical Perspectives on Authentic Leadership." Academy of Management Proceedings 2014, no. 1 (January 2014): 12360. http://dx.doi.org/10.5465/ambpp.2014.12360symposium.

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Novicevic, Milorad M., Michael G. Harvey, M. Ronald, and Jo Ann Brown-Radford. "Authentic Leadership: A Historical Perspective." Journal of Leadership & Organizational Studies 13, no. 1 (September 2006): 64–76. http://dx.doi.org/10.1177/10717919070130010901.

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Caza, Arran, Richard P. Bagozzi, Lydia Woolley, Lester Levy, and Brianna Barker Caza. "Psychological capital and authentic leadership." Asia-Pacific Journal of Business Administration 2, no. 1 (April 20, 2010): 53–70. http://dx.doi.org/10.1108/17574321011028972.

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Waite, Roberta, Nicole McKinney, Mary Ellen Smith-GLASGOW, and Faye A. Meloy. "The Embodiment of Authentic Leadership." Journal of Professional Nursing 30, no. 4 (July 2014): 282–91. http://dx.doi.org/10.1016/j.profnurs.2013.11.004.

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Giordano-Mulligan, Marie, and Sarah Eckardt. "Authentic Nurse Leadership Conceptual Framework." Nursing Administration Quarterly 43, no. 2 (2019): 164–74. http://dx.doi.org/10.1097/naq.0000000000000344.

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Bylone, M. "Authentic Leadership: Lessons Learned Undercover." AACN Advanced Critical Care 21, no. 4 (October 1, 2010): 341–44. http://dx.doi.org/10.1097/nci.0b013e3181f09a86.

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Buller, Jeffrey L. "Authentic Leadership for Department Chairs." Department Chair 25, no. 3 (January 2015): 14–16. http://dx.doi.org/10.1002/dch.30007.

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Roof, Rick. "Authentic leadership questionnaire (ALQ) psychometrics." Asian Journal of Business Ethics 3, no. 1 (September 22, 2013): 57–64. http://dx.doi.org/10.1007/s13520-013-0031-2.

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Dr. Said Saeed, Dr. Riasat Ali, and Dr. Fazli Khaliq. "Exploring Authentic Leadership in relation to Followers’ Authentic Leadership Development in Public and Private Sector Universities." Research Journal of Social Sciences and Economics Review (RJSSER) 1, no. 1 (April 17, 2020): 14–37. http://dx.doi.org/10.36902/rjsser-vol1-iss1-2020(14-37).

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The study aims to explore the authentic leadership attributes (ALA) and its impact on the followers’ authentic leadership development (FALD). The objectives of the study were to investigate authentic leadership attributes of leaders, find out existing position of followers’ authentic leadership development and measure relationship between authentic leadership attributes and followers’ authentic leadership development at university level. The population of the study was 6975. The sample of the study was 967. The mixed method approach was used to collect information from the sample through modified form of ALQ developed by Walumbwa, Avolio, Gardener, Wernsing, & Peterson (2008) and in-depth interviews. Analysis was done with Mean, STD deviation, Pearson’s rank correlation and thematic analysis. It was found that r value (.513) which was significant at .000 showed significant positive large correlations between authentic leadership attributes and followers’ authentic leadership development at university level.

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Suhartanto, Paulus Eddy. "Model Kepemimpinan Autentik pada Sekolah Berbasis Agama Katolik." Jurnal Psikologi Teori dan Terapan 13, no. 1 (February 28, 2022): 82–93. http://dx.doi.org/10.26740/jptt.v13n1.p82-93.

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Authentic leadership research related to antecedents and consequences is still limited, especially with regard to antecedents and consequences. Several studies show that the role of psychological capital, self knowledge and self consistency has not been consistent. Likewise, related to organizational commitment as a consequence of authentic leadership. This study aims to examine the antecedent model and consequences of authentic leadership in Catholicism-based schools. Authentic leadership antecedent test involves those consisting of self knowledge, self consistency and psychological capital as antecedents to authentic leadership. Consequence testing involves organizational commitment. The results show that psychological capital has a greater correlation than self consistency and self knowledge. The implications of antecedent roles for authentic leadership and affective commitment need to be considered in the development of authentic leadership.

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Asih, Defita Sartika. "PENGARUH KEPEMIMPINAN AUTENTIK TERHADAP MANAJEMEN KESALAHAN YANG DIMEDIASI OLEH MODAL PSIKOLOGIS." Jurnal Bisnis dan Kewirausahaan 14, no. 1 (April 25, 2021): 27–36. http://dx.doi.org/10.31001/jbk.v14i1.1473.

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This study aims to test psychological capital mediates the relationship between authentic leadership and error management. Authentic leadership on psychological capital, psychological capital on error management, and authentic leadership on error management. The data were obtained from the questionnaires distributed to Hospital employees Jiwa Surakarta and Hospital PKU Muhammadiyah Surakarta. The sampling technique used was cluster sampling with 159 respondents from the hospital employees population. The hypothesis test was used by using regretion test the SPSS 18 program. The results of the study indicate that the authentic leadership significantly affect on the error management, psychological capital significantly affect error management, authentic leadership significantly affect psychological capital, so that the psychological capital is strongly reinforced by the relationship between authentic leadership and error management. Keywords: psychological capital, authentic leadership, error management

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Dimovski, Vlado, Barbara Grah, Sandra Penger, and Judita Peterlin. "Authentic Leadership in Contemporary Slovenian Business Environment: Explanatory Case Study of HERMES SoftLab." Organizacija 43, no. 5 (September 1, 2010): 214–23. http://dx.doi.org/10.2478/v10051-010-0021-2.

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Authentic Leadership in Contemporary Slovenian Business Environment: Explanatory Case Study of HERMES SoftLabThe paper explores the authentic leadership in learning organization in Slovenian business environment. The purpose of the paper is to present relationship between authentic leadership and learning organization. Main research thesis is focused on characteristics of authentic leadership in company HERMES SoftLab. The main thesis of this paper is that authentic leadership in learning organization enables the growth of leaders in organizational surroundings through a constant dedication to authenticity and organizational learning that will be explored through the qualitative research method of case study research approach. Key research finding is that authentic leaders can be identified in company HERMES SoftLab and that there is a mutual influence between learning organization and authentic leadership. Therefore, the main research finding is that the learning organization leverages the authentic leadership, which in turn leverages the learning organization.

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Feng-I, Feng. "School Principals’ Authentic Leadership and Teachers’ Psychological Capital: Teachers’ Perspectives." International Education Studies 9, no. 10 (September 28, 2016): 245. http://dx.doi.org/10.5539/ies.v9n10p245.

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<p class="apa">This study examined teachers’ perceptions of principals’ authentic leadership and the relationship of authentic leadership to teachers’ psychological capital in Taiwan. A total of 1,429 elementary and secondary school teachers were surveyed. The results showed that teachers perceived their principals’ authentic leadership as moderate and that the principals’ practice of authentic leadership was influenced by culture. Moreover, the principals’ authentic leadership was found to be positively and significantly associated with teachers’ psychological capital. This study provides empirical evidence to support a theoretical argument suggesting that authentic leadership fosters positive psychological capital among the members of an organization.</p>

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Hanold, Maylon. "Toward a New Approach to Authentic Leadership: The Practice of Embodied Dialogical “Thinking” and the Promise of Shared Power." Advances in Developing Human Resources 19, no. 4 (September 1, 2017): 454–66. http://dx.doi.org/10.1177/1523422317728940.

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The Problem Traditional descriptions of authentic leadership are highly individualistic and based on rational processes. Unfortunately, this view of authentic leadership reproduces the power and privilege of the all-knowing individual as uniquely situated as the problem solver. Such conceptions do not facilitate collaboration, a dynamic in which shared power plays a critical role. While recent critiques of authentic leadership consider the relational aspects of authentic leadership, they do not go far enough to help us understand how to navigate these power differentials. The Solution This article presents an embodied, dialogical approach to authentic leadership that attends to how shared power can be developed within the context of authenticity. Drawing from the experiences of students enrolled in a graduate leadership development course, this case study provides insights into how individual power is relinquished and rational thinking is subordinated to embodied dialogue. Findings are promising and show enhanced performance via these approaches. Stakeholders Leadership development practitioners and human resource development (HRD) specialists can benefit from this relational approach to authentic leadership because it enables diverse understandings of authentic leadership such that all individuals can feel empowered to be authentic leaders. Further, this case study offers insights into a relational understanding of authentic leadership.

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Beal, Brian. "Authentic way to retain hospitality staff." Human Resource Management International Digest 24, no. 5 (July 11, 2016): 13–15. http://dx.doi.org/10.1108/hrmid-04-2016-0051.

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Purpose The purpose of this paper is to explore whether authentic leadership in hospitality is composed of four distinctive but related substantive components (i.e. self-awareness, relational transparency, balanced processing, and internalized moral), the impact of authentic leadership on employees’ organizational commitment (OC), the impact of employees’ OC on their turnover intention (TI), and the indirect effect of authentic leadership on employees’ TI via OC. Design/methodology/approach The authors tested a sample of 236 students working as employees in hospitality in the USA, with the idea that authentic leadership increases OC which in turn decreases TI. The participants were asked to rate the manager’s leadership style and the frequency of their leadership behavior. Findings Results provide support for the positive effect of authentic leadership on OC in the hospitality industry, and suggest that OC mediates reduced TI. Originality/value The results of the study suggest a variety of significant theoretical contributions and critical leadership and organizational implications. The effects of authentic leadership were empirically tested on employees’ OC and the effects of that OC on TI.

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Malik, Haleema, and Muzamil Mehmood. "Impact of Authentic Leadership, Sustainable Leadership on Sustainable Growth with Mediating Role of Organizational Learning." Academic Journal of Social Sciences (AJSS ) 6, no. 1 (March 25, 2022): 48–69. http://dx.doi.org/10.54692/ajss.2022.06011681.

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Sustainable development is an emerging field of research. Sustainable leadership is an effective leadership style but to enhance its effect authentic leadership, which is a new field of effective leadership. Authentic leadership is a multi-dimensional theory, and it has a resemblance to transformational leadership theory. Authentic leadership is a general term, and it can consolidate transformational, charismatic, servant, spiritual, or other forms of leadership styles. Organizational learning is something new introduced by modern management and leadership styles as a strategic tool to improve competitiveness and to even out the organization’s success and compatibility. This research examines methods of implanting sustainable and authentic leadership into sustainable development goals (SDGs) and examined the mediating role of organizational learning between sustainable leadership and SDGs (economic performance, environmental performance, and social performance) as well as the mediating role of organizational learning between authentic leadership and SDGs. The data in this study was collected from the manufacturing industries of Pakistan using a convenient sampling technique. IBM SPSS Statistics tool was used to analyze the data. The results show (a) sustainable leadership has a positive impact on organizational learning (b) authentic leadership has a positive impact on organizational learning (c) organizational learning mediates the relationship between sustainable leadership and SDGs (d) organizational learning mediates the relationship between authentic leadership and economic performance. (e) Organizational learning mediates the relationship between authentic leadership and social performance. The present study offered a detailed study of dynamic capabilities and sustainable development. Effective leadership and management styles are proposed for organizations to combat sustainable development challenges.

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Bae, Seongho. "Which item measure the authentic leadership of the entry level leaders in military appropriately?" Journal of Advances in Military Studies 2, no. 1 (May 10, 2019): 37–55. http://dx.doi.org/10.37944/jams.v2i1.41.

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The research trials of high precision measurement of authentic leadership is not active, and haven’t knowledge for reliability and coverage range of authentic leadership questionnaires when want to make high stakes personnel decisions in military settings. This study presented five questionnaires to measure authentic leadership appropriately based on military leader responded survey data. They were ALQ8, ALQ12, ALQ13, ALQ14, and ALQ16. In this study presented they could be discriminate leaders who low level of authentic leadership with reliability. Further tasks may discover and consider of bi-factor solution of factor structure of authentic leadership questionnaire, and flourish discussions how to use authentic leadership questionnaire to make decisions in context of military leader resource management.

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Kim, Tae-eun, and Yoon-hyung Cho. "The Effect of Authentic Leadership on Employees ’ In-role and Innovative Behavior: Informal Learning as A Mediator, Perceived Organizational Vision Salience as A Moderator." Korean Academy Of Leadership 12, no. 4 (December 30, 2021): 145–79. http://dx.doi.org/10.22243/tklq.2021.12.4.145.

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Authentic leadership, based on positive psychology and positive organizational scholarship, has attracted attention as a new leadership theory. Authentic leadership has been defined in various ways, most conceptualizations and research espouse the fundamental notion of being true to one's self and often considered the root construct of other leadership. Authentic leaders encourage the development of the people around them by practicing real values, beliefs and behaviors, being subordinate oriented and making honest evaluations of the behavior and performance of employees. That means authentic leaders are ethical, transparent, openness to change, involve their subordinates in decision-making, and encourage positive attitudes and behaviors, which in turn advance organizational performance. The purpose of this study is to investigate that authentic leadership affect employees’ in-role and innovative behavior. Also, informal learning mediate those of relationship and perceived organizational vision salience(POVS) moderate between authentic leadership and informal learning. Authentic leadership are consist of self-awareness and self-regulation. Based on literature review, we set the direct, mediate, moderate and moderated mediation(conditionally indirect) effect hypothesis. To test hypothesis, survey method were performed by using questionnaires. Questionnaires are collected by 2nd times(T1, T2) such as 3 month time lag, to remove common method bias. At T1 period, we measure authentic leadership, informal learning and POVS, and then T2 period, in-role and innovative behavior. Total 369 questionnaires are used for analysis using Process Macro(Hayes, 2018). This study results are as follows. First, authentic leadership have positive impact on both of in-role, innovative behavior and informal learning. Second, informal learning have positive impact on employees’ in-role and innovative behavior. Third, POVS have positive impact on informal learning and moderate between authentic leadership and informal learning. Fourth, informal learning mediate between authentic leadership and in-role, innovative behavior. Finally, the relationship of authentic leadership and in-role that show mediation effect of informal learning boost-up under high on POVS as conditionally indirect effect. All of our hypothesis(H1, H2, H3, H4) are supported. Our results reveal that authentic leadership are critical antecedent of employees’ in-role and innovative behavior. And authentic leadership increase informal learning and then, if high on informal learning increase employees’ in role and innovative behavior. If high on POVS, the positive relationship of authentic leadership and informal learning are greater than compared with low on POVS. Specially, if high on POVS, mediation effect of informal learning are more stronger. Based on the results, this study have theoretical and practical implications which authentic leadership, workplace learning concept and organizational vision of role for in-role and innovative behavior of employees.

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Journal articles on the topic 'Authentic leadership'

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