Elizabeth P. Karam, William L. Gardner, Daniel P. Gullifor, Lori L. Tribble and Mingwei Li
Academic and practitioner attention to the constructs of authentic leadership and work engagement and their implications for organizations has grown dramatically over the past…
Abstract
Academic and practitioner attention to the constructs of authentic leadership and work engagement and their implications for organizations has grown dramatically over the past decade. Consideration of the implications of these constructs for high-performance human resource practices (HPHRP) is limited, however. In this monograph, we present a conceptual model that integrates authentic leadership/followership theory with theory and research on HPHRP. Then, we apply this model to systematically consider the implications of skill-enhancing, motivation-enhancing, and opportunity-enhancing HR practices in combination with authentic leadership for authentic followership, follower work engagement, and follower performance. We contend that authentic leadership, through various influences processes, promotes HPHRP, and vice versa, to help foster enhanced work engagement. By cultivating greater work engagement, individuals are motivated to bring their best, most authentic selves to the workplace and are more likely to achieve higher levels of both well-being and performance.
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A. Amin Mohamed and William L. Gardner
Images are playing an increasingly important role in organizational life. This trend has spawned interest in how organizations can improve and protect their images. Yet, in our…
Abstract
Images are playing an increasingly important role in organizational life. This trend has spawned interest in how organizations can improve and protect their images. Yet, in our eagerness to study image promotion and repair, organizational scholars have overlooked the practice of image spoiling. Image spoiling occurs when an organization uses words and other symbols to attack the image of another organization. One of the most pervasive forms of image spoiling is interorganizational defamation. The purpose of this study is to explore some of the dynamics of interorganizational defamation. Data was collected from 68 interorganizational defamation cases that were adjudicated in the U.S. federal or state courts between 1964 and 1998. A model of interorganizational defamation was inductively derived from the defamation cases using grounded theory as a qualitative methodology. The model identifies some of the strategies of interorganizational defamation and their methods of implementation.
Kelly Davis McCauley and William L. Gardner
The purpose of this study is to provide preliminary insights into the relationships between self-monitoring, emotional expressivity, emotional labor, felt leader authenticity, and…
Abstract
The purpose of this study is to provide preliminary insights into the relationships between self-monitoring, emotional expressivity, emotional labor, felt leader authenticity, and authentic leadership (AL) within a unique context – West Texas Baptist congregations. Using a sample of 40 Baptist pastors, we employed survey research methods and correlational analyses to explore the focal relationships. Our results revealed that self-monitoring is positively correlated with surface acting, yet negatively associated with AL, within our sample of West Texas Baptist pastors. Emotional expressivity is negatively related to surface acting, but not deep acting, and positively related to genuine emotional displays. We also found that surface acting is negatively associated with genuine emotion displays and felt authenticity, while felt authenticity and AL are positively correlated. However, no relationships between self-monitoring, deep acting, felt authenticity, and AL were revealed. Thus, we identified cases where leader authenticity may be threatened within an organizational context with strong emotional display rules, suggesting a boundary condition for AL. Additionally, we advance propositions gleaned from our research regarding the influence of the omnibus (e.g., community religiosity) and discrete context on leader emotional labor and authenticity. We conclude with practical recommendations for leaders seeking to balance authenticity with emotional display rules associated with unique roles and contexts, as well as recommendations for scholars seeking to conduct research in such settings. We also provide candid insights regarding the challenges we encountered in researching leader authenticity within a highly religious context.
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Wen Chang, James Busser and Anyu Liu
This study aims examine the impact of authentic leadership on the career satisfaction of hospitality employees through the lens of thriving. The two components of thriving, that…
Abstract
Purpose
This study aims examine the impact of authentic leadership on the career satisfaction of hospitality employees through the lens of thriving. The two components of thriving, that is, learning and vitality, are tested as mediators, and psychological contract fulfillment is tested as a boundary factor.
Design/methodology/approach
Data are collected using an online survey through the Qualtrics panel service in the USA. Structural equation modeling and an invariance test are conducted to investigate the framework.
Findings
The findings show that authentic leadership can determine career satisfaction through the influence of learning and vitality. Moreover, psychological contract fulfillment exerts a conditional effect on this mediation.
Practical implications
The findings of this study extend the understanding on authentic leadership and its impact under specific conditions. This study offers several meaningful recommendations to hospitality managers on how to influence employees’ career success to maintain sustainable performance. Detailed approaches include establishing practices for regular and authentic leadership development, increasing attention on employee thriving states and addressing employee psychological contracts.
Originality/value
This study enriches research on authentic leadership and career management in the hospitality industry. Moreover, this study provides meaningful insights by examining the relationships between authentic leadership, thriving, career satisfaction and psychological contracts.
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Caren Brenda Scheepers and Christiaan Philippus Storm
The purpose of this paper is to investigate the influence of a positive form of leadership, particularly authentic leadership, on ambidexterity, as ambidexterity has shown to…
Abstract
Purpose
The purpose of this paper is to investigate the influence of a positive form of leadership, particularly authentic leadership, on ambidexterity, as ambidexterity has shown to improve financial performance. What is less clear, however, is how to create the organisational context towards ambidexterity or balanced exploitative and explorative innovation. This study set out to fill that gap in researching the direct influence of authentic leadership as well as indirect effect through innovation climate on ambidexterity.
Design/methodology/approach
A quantitative research approach was followed, with an online survey to employees in South African organisations. There were 733 useable questionnaires. Structural equation modelling was used to test proposed hypotheses of direct, indirect and moderation effects.
Findings
The results revealed that authentic leadership has a significant and positive direct effect on ambidexterity and a significant indirect effect through an innovation climate. Environmental dynamism lessened the regression weight of the relationship between authentic leadership and ambidexterity.
Research limitations/implications
The data collected were cross-sectional and respondents were South African employees; therefore, caution should be exercised when generalising the results to other organisations in a broader African context.
Practical implications
Understanding that both authentic leadership and innovation climate are required to significantly influence ambidexterity allows organisations to direct their leadership selection and development.
Originality/value
The main contribution of this research lies in clarifying the influence of authentic leadership on ambidexterity in the South African context.
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Neuza Ribeiro, Daniel Gomes and Shaji Kurian
This study aims to examine the relationship between authentic leadership (AL), affective commitment and individual performance. More specifically, this study aims to understand…
Abstract
Purpose
This study aims to examine the relationship between authentic leadership (AL), affective commitment and individual performance. More specifically, this study aims to understand how AL influences employees’ affective commitment, how AL influences individual performance, how affective commitment influences individual performance and how affective commitment mediates the relationship between AL and individual performance.
Design/methodology/approach
In total, 212 Portuguese employees participated in this study. A quantitative methodology was used. Baron and Kenny’s linear regression method and Sobel test were used to test the mediation relationship.
Findings
The results reveal that affective commitment mediates the relationship between AL and employees’ performance. In others words, leaders’ authenticity promotes employees’ affective commitment, which, in turn, increases their individual performance.
Practical implications
This research has practical implications for human resource management in organizations, particularly in selection processes and training of leaders and managers. Practitioners looking to increase employee commitment and performance can do so by augmenting the AL.
Originality/value
This study enriches the knowledge about the relevance of emerging areas such as AL theory and responds to the need to understand underlying mechanisms linking AL with workers’ commitment and performance (i.e. testing the construct’s nomological network).
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Ana Suzete Dias Semedo, Arnaldo Fernandes Matos Coelho and Neuza Manuel Pereira Ribeiro
The purpose of this paper is to report the findings of a study examining the relationship between authentic leadership (AL), attitudes and employees’ behaviours. More…
Abstract
Purpose
The purpose of this paper is to report the findings of a study examining the relationship between authentic leadership (AL), attitudes and employees’ behaviours. More specifically, how AL influences affective commitment, job resourcefulness and creativity, which, in turn, influence individual performance.
Design/methodology/approach
Empirical research has analysed the data from a questionnaire administered to a sample of 543 employees belonging to various public and private organisations in Cape Verde. The model was tested using structural equation modelling.
Findings
The results reveal that AL influences employees’ attitudes (affective commitment and job resourcefulness) and their creativity, affective commitment and job resourcefulness predict the employees’ creativity, and job resourcefulness and creativity predict individual performance.
Practical implications
The results from this study can help managers to understand how to increase employees’ creativity and performance through AL, affective commitment and job resourcefulness. Indirectly, the study also suggests that organisations should focus on selecting leaders with authentic features and implement appropriate training activities, coaching and development that aim to increase AL since this may well result in a positive impact on employees’ attitudes and behaviours.
Originality/value
The originality of this study is that it focusses on the integration of the five concepts, AL, affective commitment, job resourcefulness, creativity and individual performance, in a single study, providing a model that depicts the chain of effects between AL, employees’ attitudes, employees’ creativity and individual performance.
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Ana Suzete Dias Semedo, Arnaldo Fernandes Matos Coelho and Neuza Manuel Pereira Ribeiro
Authentic leadership (AL) as a style can influence, directly or indirectly, employees’ attitudes and behaviors. In this perspective, the purpose of this study is to investigate…
Abstract
Purpose
Authentic leadership (AL) as a style can influence, directly or indirectly, employees’ attitudes and behaviors. In this perspective, the purpose of this study is to investigate how AL predicts affective well-being (AWB) and employees’ creativity. The mediating role of AWB and the moderating role of satisfaction with management will be analyzed.
Design/methodology/approach
The researchers have analyzed the data from a questionnaire administered to a sample of 543 employees belonging to various public and private organizations in Cape Verde. Structural equation modelling was used to test the proposed hypotheses and a multi-group analysis was performed to identify how the level of satisfaction with the management may impact the proposed relationships.
Findings
The results of this study reveal that perceptions of AL predict employees’ creativity both directly and through the mediating role of AWB. Satisfaction with the management seems to moderate the relationship between AL, AWB and creativity.
Practical implications
The research outcomes suggest that organizations should focus on training leaders who value self-awareness and transparency in their relationships with others, who display an internal moral perspective and demonstrate balanced processing of information, to guarantee good results at the individual level and, consequently, at the organizational level. This study provides practitioners with possible routes to act in favor of a much happier and more creative workforce.
Originality/value
The originality of this study is because of the integration of these four concepts in a single study, providing evidence of the relationship between AL and creativity through the mediating role of AWB and moderating role of satisfaction with the management.