Are authentic leaders associated with more virtuous, committed and potent teams?

How Authentic Leadership Influences Team Performance: The Mediating Role of Team Reflexivity

“…From a theoretical stance, all four of these dimensions have a selfregulatory focus which is proposed to be governed, partially, through leader's internal standards and evaluations of their own behavior Rego et al, 2012). Thus, while the four dimensions are considered to be somewhat distinct, a number of recent studies have adopted a composite measure combining them into one core factor (e.g., Rego et al, 2013;Walumbwa et al, 2008).…”

“…Given that teams provide the fundamental building blocks of modern organizational designs (Mathieu et al, 2013), the prevalence of flatter group-based structures necessitates the study of team level processes and outputs, and how authentic leaders might influence such collectives. Further, the limited research that has focused at the group level of analysis (e.g., Černe et al, 2013;ClappSmith et al, 2009;Rego et al, 2014;Rego et al, 2013) has typically adopted a positive organizational behavior lens to explain how authentic leaders facilitate the development of HOW AUTHENTIC LEADERSHIP INFLUENCES TEAM PERFORMANCE 4 collective interpersonal processes (Gardner & Schermerhorn, 2004;Luthans, 2002). However, given that authentic leadership theory is firmly rooted in the concept of self-regulation (Bandura, 1991;Gardner et al, 2011), the omission of self-regulation theory from the examination of how authentic leaders influence teams is problematic (Yammarino et al, 2008).…”

If You Are like Me, I Think You Are More Authentic: An Analysis of the Interaction of Follower and Leader Gender

“…Authentic leadership at the group level has also been found to have a positive correlation with outcomes for teams in the areas of effectiveness, virtuousness, commitment, and potency (Hmieleski, Cole, & Baron, 2012;Peu et al, 2012;Rego, Vitoria, Magalaes, Ribeiro, & Cunha, 2013). Authentic leadership has been found to be positively correlated with employee commitment (Leroy et al, 2012;Peus et al, 2012;Rego et al, 2013) and work engagement (Bird et al, 2009;Giallonardo et al, 2010;Hassan et al, 2011;Walumbwa et al, 2010;Wang & Bird, 2011;Wang & Hsieh, 2013;Wong et al, 2010). Lastly, empirical evidence supports that authentic leadership influences employees' psychological capital (Rego, Sousa, Marques, & Cunha, 2012;Walumbwa, Luthans, Avey, & Oke, 2011;Woolley, Caza, & Levy, 2011).…”

Liderança virtuosa, Comprometimento organizacional e desempenho individual

“…Estudos empíricos comprovam que as emoções positivas contribuem para a melhoria do funcionamento cognitivo, da tomada de decisão e das relações interpessoais entre os membros da organização (Staw & Barsade,1993, citados por Cameron et al, 2004 e que a experiência de emoções positivas torna os funcionários mais úteis aos clientes, mais criativos, mais atentos e respeitosos uns com os outros (George, 1998) Um outro estudo desenvolvido em organizações que recentemente haviam sofrido processo de downsizing (Bright et al, 2006), revelou que a virtuosidade possui um efeito positivo nas organizações capaz de minimizar os efeitos nefastos dum processo desta natureza. Resultados consonantes obteve Gittell e os seus colaboradores (Gittell, Cameron, Lim & Rivas, 2006) Um outro estudo (Rego, Vitória, Magalhães, Ribeiro & Cunha, 2012) vem fornecer um contributo importante para a sustentação da tese de que as perceções de virtuosidade dos indivíduos predizem um maior empenhamento afetivo, o que, por sua vez, reforça a convicção da equipa nas suas capacidades para alcançar objetivos. Nas equipas virtuosas, os seus elementos experienciam a gratidão, sentem-se psicologicamente mais seguros e atribuem significado relevante ao seu trabalho.…”