Authentic Leadership and High-Performance Human Resource Practices: Implications for Work Engagement

Karam, Elizabeth P.; Gardner, William L.; Gullifor, Daniel P.; Tribble, Lori; Li, Mingwei

doi:10.1108/s0742-730120170000035004

Cited by 33 publications

(38 citation statements)

References 191 publications

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“…Lastly, balance processing enhanced extensive training, employment security, result-oriented appraisal and incentive rewards, while it predicted selective staffing. The findings are partially supported by previous research of Jiang and Luo (2018), Karam et al (2017) and concluded that authentic leadership traits positively influenced HPHRPs. This mixed result does not mean that authentic leadership does not encourage HPHRPs, but some traits are more significant for some HPHRPs and some traits are not surprising and not in any direct way inconsistent with previous studies.…”

Section: Discussionsupporting

confidence: 84%

“…Ilies et al (2005) also stressed that different outcomes are achieved through the mutual effective role of authentic leadership and HRM. A literature review study of Karam et al (2017) stressed that authentic leadership influences followers' performance through the mediating role of HPHRPs. They recommended that future quantitative studies should be carried out to empirically evaluate the effect of authentic leadership traits and their effects on HPHRPs and job performance.…”

Section: Introductionmentioning

confidence: 99%

“…This study utilized authentic leadership theory based on the argument of Zeb et al (2019a) and Azania et al (2013); prior researchers have found authentic leadership to be more effective and separate from other types of transformational leadership. Authentic leadership theory is commonly associated with HPHRPs and job performance (Sun et al , 2007; Karam et al , 2017). Furthermore, HPHRPs provides a base for authentic leadership traits.…”

Section: Introductionmentioning

confidence: 99%

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Authentic leadership traits, high-performance human resource practices and job performance in Pakistan

Zeb

Rehman

Imran

et al. 2020

IJPL

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PurposeThis empirical study aims to explore the linkage among authentic leadership traits and job performance via the mediating role of high-performance human resource practices (HPHRPs) in a developing country context. Social exchange theory and trait theory are widely employed in many disciplines but seldom applied to job performance among Pakistan Telecommunication Company Limited (PTCL) employees.Design/methodology/approachThe sample of the study is PTCL's employees. A cross-sectional design was employed and data was collected from 377 employees via questionnaire. This is an exploratory study; therefore, partial least square–structural equation modeling (PLS-SEM) was employed to answer the research questions.FindingsThe findings of this study revealed that relational transparency, directly and indirectly, influenced job performance with the partial mediating role of selective staffing and extensive training. Furthermore, balance processing, directly and indirectly, influenced job performance with the partial mediating role of incentive reward, while self-awareness, internalized moral perspective, employment security and result-oriented appraisal were insignificant influences on job performance.Practical implicationsThe results of the study delineated practical applications for both the researchers and policymakers. The results of this study would also augment the body of knowledge on human resource practices in both developed and developing countries.Originality/valueThis study found and reported authentic leadership traits and HPHR as the main sources of job performance in PTCL. This study empirically examined the influence of authentic leadership traits on job performance with the mediating role of a bundle of HPHRPs in a developing context.

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Section: Discussionsupporting

confidence: 84%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Authentic leadership traits, high-performance human resource practices and job performance in Pakistan

Zeb

Rehman

Imran

et al. 2020

IJPL

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“…Sharma et al (2016) also supported that process management will ensure high employee engagement as it ensures the continuous communication with the employees, enables the employee empowerment and competency mapping. The employee engagement and process management together ensure high ISQ (Karam et al, 2017). The government officials do work on the information from various departments and if that information is not available to them correctly and in time then they would not be able to extend high ESQ to the citizenry (Heintzman and Marson, 2005;Markos, 2010;Mayer-Schonberger and Lazer, 2007).…”

Section: Corecompetenciesmentioning

confidence: 99%

Core – competencies – a key to future – oriented and sustainable e-governance implementation: a mixed method research

Hooda

Singla

2020

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Purpose The purpose of this paper is to empirically identify the themes of core-competencies required for future-oriented and sustainable e-governance practices, especially across the developing nations. Design/methodology/approach The present study has been conducted using the sequential mixed method research wherein the exploratory qualitative study is first carried out with the government officials involved in e-governance implementation across India to identify the themes of core-competencies. The findings of this exploratory study are then empirically tested with the 359 respondents from Group A and Group B officers of the two government departments in India using partial least square technique. Findings The findings suggested that to ensure the implementation of future-oriented and sustainable e-governance, it is required to develop the core-competencies. The significant core-competencies explored are, namely, process management, employee engagement, internal service quality, external service quality, citizen satisfaction, leadership, culture and technology. Research limitations/implications As strategic implementation of e-governance is a relatively new area of study, the present study has used the learning from core-competencies studies in the non-government sector. Practical implications The findings of this study underscore the need for strategic implementation of e-governance to have long-term success of e-governance. The requirement is to develop the core-competencies. These core-competencies are the key to making the government departments proactive in dealing with any future contingency without compromising on the departmental performance. Originality/value The present research is one of the few research studies focusing on the implementation of sustainable and future-oriented e-governance. The current study has laid the stepping stone for investigating the role of core-competencies to ensure the implementation of sustainable and future-oriented e-governance.

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“…This article has received much attention, both positive and negative. On the positive side, it has contributed to the acceleration of interest in authentic leadership theory (ALT; Avolio & Gardner, 2005; Avolio & Mhatre, 2012; Avolio & Walumbwa, 2014; Gardner, Cogliser, Davis, & Dickens, 2011; Karam, Gardner, Gullifor, Tribble, & Li, 2017), as evidenced by the ALQ being frequently employed to operationalize authentic leadership. The use of this survey has created an empirical foundation for understanding authentic leadership (for a recent meta-analysis, see Banks, McCauley, Gardner, & Guler, 2016).…”

mentioning

confidence: 99%

Revisiting the Development and Validation of the Authentic Leadership Questionnaire: Analytical Clarifications

Avolio

Wernsing

Gardner

2017

Journal of Management

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This article reexamines the original research and results pertaining to the construct validation of the Authentic Leadership Questionnaire. Our reexamination involved analyzing the four factor and higher order model of authentic leadership using more recent recommendations for model tests that have appeared in the literature since the original article was published. We compared the results of these procedures to those used back in 2008, excluding any adjustments to the model specifications based on modification indices. Results of these analyses are interpreted and contextualized within the stream of research accumulated on authentic leadership to the present day. We also offer recommendations for extending further construct validation work on authentic leadership theory, and more general suggestions for reporting the results of these types of analyses.

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Authentic Leadership and High-Performance Human Resource Practices: Implications for Work Engagement

Cited by 33 publications

References 191 publications

Authentic leadership traits, high-performance human resource practices and job performance in Pakistan

Authentic leadership traits, high-performance human resource practices and job performance in Pakistan

Core – competencies – a key to future – oriented and sustainable e-governance implementation: a mixed method research

Revisiting the Development and Validation of the Authentic Leadership Questionnaire: Analytical Clarifications

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