Authentic Leadership and Extra Role Behavior: a School Based Integrated Model

Srivastava, Anugamini Priya; Dhar, Rajib Lochan

doi:10.1007/s12144-017-9634-4

Cited by 40 publications

(62 citation statements)

References 59 publications

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“…All this process encourages them to be engaged in IWB. Different extant research has also established that authentic leadership style influences IWB [22,23,68,71,78,88].…”

Section: Discussionmentioning

confidence: 99%

“…This scale is also used by extant researchers to measure employees' CSR perceptions [84,85]. The authors adapted the scale of authentic leadership (sixteen-item) from Walumbwa et al [86] which is extensively used by previous researchers to measure authentic leadership [87][88][89]. The constructs were reflective because all the latent constructs were operationalized based on some indicator.…”

Section: Measures and Handling Of Social Desirabilitymentioning

confidence: 99%

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Fostering Workplace Innovation through CSR and Authentic Leadership: Evidence from SME Sector

et al. 2021

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The cut-throat situation of competitiveness in almost every business sector, followed by globalization, shortened product life cycles, and rapid technological changes have raised the importance of innovation to overrun the rivals. Scholars have established that appropriate leadership style is a key enabler for organizational success. However, it is not clear in existing literature how the concept of authentic leadership is related to innovative work behavior (IWB). Likewise, the role of corporate social responsibility (CSR) to induce IWB is also vague in current literature. Thus, the basic purpose of the current study was to test the relationship of CSR and IWB with the mediating effect of authentic leadership. The proposed model was tested in the small and medium-sized enterprises (SMEs) sector of China. The data were collected through a questionnaire that was distributed among different respondents of the current survey. The data were obtained from a dyad of supervisor and subordinate serving in different SMEs in Wuhan city of China. The study used the structural equation modeling (SEM) technique to validate different hypotheses. The empirical results confirm that CSR positively relates to IWB while authentic leadership partially mediates this relationship. The findings of the current survey will be helpful for policymakers to recognize employees as a source of innovation through CSR and authentic leadership.

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“…All this process encourages them to be engaged in IWB. Different extant research has also established that authentic leadership style influences IWB [22,23,68,71,78,88].…”

Section: Discussionmentioning

confidence: 99%

Section: Measures and Handling Of Social Desirabilitymentioning

confidence: 99%

Fostering Workplace Innovation through CSR and Authentic Leadership: Evidence from SME Sector

et al. 2021

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“…They viewed authentic school leaders as one 'who aspires to understand oneself and their teachers and behave in accordance to one's core values to steer the school towards its goals'. Authentic educational leaders focus on their self-knowledge, is sensitive to the orientations of others that leads to a synergy of leadership action (Srivastava & Dhar, 2019). Authentic leaders have the inner ability to practice what they preach and lead their followers by setting examples (Srivastava & Shree, 2019).…”

Section: Authentic Leadership: a Value-laden Leadermentioning

confidence: 99%

“…Branson (2007) stressed authentic leaders should believe in reflective practicing via analyzing and implementing their own values. This clearly indicates that authentic school leaders must adhere to their values before taking any decision (Srivastava & Dhar, 2019). Principals should analyse the situation and implement what they believe is good for all as their decisions affect every section of the education community.…”

Section: Authentic Leadership: a Value-laden Leadermentioning

confidence: 99%

Authentic Leadership: A Value-Laden Leader

Adams¹

2020

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“…Sistem pendidikan saat ini dituntut melakukan reorganisasi untuk menghadapi perubahan lingkungan yang kompetitif dan komplek (Miller, 2002) termasuk di dalamnya adalah perubahan perilaku guru yang memiliki peran ekstra dalam memenuhi panggilan tugas dan kontribusinya dalam perubahan (Belogolovsky & Somech, 2010). Secara fundamental keberhasilan lembaga pendidikan atau sekolah sangat dipengaruhi oleh guru yang memiliki komitmen untuk meraih tujuan dan nilai sekolah (DiPaola & Hoy, 2005;Oplatka, 2006) dalam perilaku ekstra-role atau Organizational Citizenship Behavior (OCB) (Somech & Drach-Zahavy, 2000;Srivastava & Dhar, 2019). OCB dimaknai sebagai perilaku pro-sosial organisasi, yaitu perilaku individu secara sukarela terhadap hal-hal yang mengedepankan atau mendukung efektifitas organisasi, dilakukan secara spontan, tidak diperintahakan secara formal, dan tidak terkait dengan sistem imbalan organisasi (Organ, 2018;Podsakoff et al, 2018;Zhang & Xie, 2017).…”

Section: Pendahuluanunclassified

Organizational Citizenship Behavior Guru Sekolah Menengah Atas dan Sederajat di Lingkungan Pondok Pesantren

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Muhammad

2019

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The purpose of this study was to determine and analyze the influence of perceived organizational support, job satisfaction, and organizational commitment on Organizational Citizenship Behavior (OCB), and the role of organizational commitment in mediating influence between perceived organizational support and job satisfaction on OCB of teachers of Islamic boarding high school in Tulungagung. This study used a census method by distributing questionnaire to the entire population of 150 teachers. Data was analyzed using a partial least square approach. The results showed that the perceived organizational support does not significantly affect OCB, job satisfaction affects OCB, perceived organizational support affects organizational commitmet, job satisfaction affects organizational commitment, organizational commitment affects OCB, perceived organizational support affects OCB through organizational commitment, and job satisfaction affects OCB through organizational commitment.

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Authentic Leadership and Extra Role Behavior: a School Based Integrated Model

Cited by 40 publications

References 59 publications

Fostering Workplace Innovation through CSR and Authentic Leadership: Evidence from SME Sector

Fostering Workplace Innovation through CSR and Authentic Leadership: Evidence from SME Sector

Authentic Leadership: A Value-Laden Leader

Organizational Citizenship Behavior Guru Sekolah Menengah Atas dan Sederajat di Lingkungan Pondok Pesantren

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