Authentic (Ir)responsibility: Quo Vadis?

Wassenaar, Christina L.; Dillon, Pamala J.; Manz, Charles C.

doi:10.1016/j.orgdyn.2015.02.007

Cited by 4 publications

(2 citation statements)

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“…These two aspects indicate that authentic Leadership competencies leadership also includes both intrapersonal and interpersonal competencies. Intrapersonal competencies make it possible to understand the true self and act according to one's own values and beliefs (Wassenaar et al, 2015). In accordance with the literature, we will use three competences: (1) self-awareness suggested by Walumbwa et al (2008), Neider and Schriesheim (2011) and Beddoes-Jones and Swailes (2015); (2) ethical regulation, which is a combination of the internalized moral perspective from Walumbwa et al (2008) and Neider and Schriesheim (2011) and Ethics from Beddoes-Jones and Swailes (2015); and (3) self-regulation suggested by Beddoes-Jones and Swailes (2015).…”

Section: Leadership Competency Framework For the Assessment Of Military Leadersmentioning

confidence: 99%

Leadership competencies of first-level military leaders

Meerits

Kivipõld

2020

LODJ

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PurposeThe purpose of this paper is to determine the quality of the leadership competencies of first-level military leaders according to three behavioural dimensions: task, change and relational competencies.Design/methodology/approachThe study was conducted in the Estonian Defence Forces (EDF) among first-level commanders (N = 89), whose leadership competencies were assessed by their subordinates (N = 1,655). The Leader Reward and Punishment Questionnaire was used to assess task competencies, the Transformational Leadership Behaviour Inventory was used to assess change competencies and the Extended Authentic Leadership Measure was used to assess relational competencies. Cluster analyses were conducted to identify the level of leadership competencies in the sample and to determine the commanders' leadership profile.FindingsThe study reveals that in terms of leadership competencies, only two competencies from task, two from change and none from the relational dimension are sufficient. In addition, the results highlight that the relational competencies of leadership are connected to each other, while task and change leadership competencies are not.Practical implicationsThe study results make it possible to work out the main principles for a leadership development programme for first-level commanders. In addition, the developed methodology makes it possible to assess the leadership competencies of individual commanders using the three-dimensional framework.Originality/valueThis paper demonstrates how quality of the leadership competencies and profiles of first-level EDF commanders are determined within three behavioural dimensions: task, change and relational competencies.

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Section: Leadership Competency Framework For the Assessment Of Military Leadersmentioning

confidence: 99%

Leadership competencies of first-level military leaders

Meerits

Kivipõld

2020

LODJ

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“…Thus, authentic leaders evaluate their actions objectively to ensure every decision sit well with every subordinate to reflect their professed beliefs due to their high level of authenticity (Gardner et al, 2005). Authenticity is the ability to know one's true self, behave in line with one's avowed beliefs and values; and this belief must reflect in the management of one's followers and the organisation at large (Wassenaar et al, 2015). From the assertions above, we deduced that AL rest on two key competences which are internal and external competences.…”

Section: Introductionmentioning

confidence: 99%

Influence of leaders’ authentic competences on nepotism-favouritism and cronyism

Akuffo

Kivipõld

2019

MRR

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Purpose The purpose of this study is to explore how an authentic leader’s internal (self-regulation, self-awareness and internalised moral perspective) and external competencies (relational transparency and balance processing) influence nepotism, favouritism and cronyism (NFC). Design/methodology/approach The study used a quantitative research approach and respondents were sampled from private and public banks across the ten regions of Ghana using survey questionnaires. Overall, 127 branch managers and 997 subordinates were sampled. The collected data were analysed using exploratory and confirmatory factor analysis, and multiple regression was used to explore the influence the of authentic leadership (AL) competences on NFC. Findings On leader’s internal competences, the results revealed that self-awareness had a significant decreasing influence on nepotism in terms of operations, while internalised moral perspective had a significant increasing influence on favouritism in the context of position. Self-regulation did not have any significant influence on NFC. Regarding the leader’s external competences, relational transparency had a significant positive influence on favouritism and nepotism, while balance processing had a significant negative influence on favouritism and nepotism in the context of position and operations, respectively. Research limitations/implications The results suggest that AL competences have a mixed influence on NFC in the context of this study. However, the findings are limited to Ghana and cannot be generalised to countries that do not share a similar culture with Ghana such as countries in Europe, North and South America, Asia and even certain countries in Africa. Practical implications The authors advise family businesses to use free and fair measures to appoint or promote employees who have the required skills to manage the office rather than appointing family members to positions without merit. Training on AL and NFC should be conducted for managers to enable them to understand the potential negative effects of NFC on the employees and the organisation at large. Social implications Laws must be passed to guard against appointments or recruitments of employees in the public sector organisations based on NFC to minimise these unethical behaviours. Originality/value This is the first study which empirically explores AL competences influence on the leaders’ behaviour in the context of NFC.

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Collective Authenticity: A Case for Subordinates

Akuffo

Kivipõld²

2022

Global Encyclopedia of Public Administration, Public Policy, and Governance

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Authentic (Ir)responsibility: Quo Vadis?

Cited by 4 publications

References 0 publications

Leadership competencies of first-level military leaders

Leadership competencies of first-level military leaders

Influence of leaders’ authentic competences on nepotism-favouritism and cronyism

Collective Authenticity: A Case for Subordinates

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