Authentic Leadership and Organizational Commitment: Empirical Evidence from Information Technology Industry in Nigeria

Abstract

Authentic leadership as a contemporary leadership behaviour has generated more attention in this 21st century. Thus, this study investigated authentic leadership and organisational commitment in information technology industry in Nigeria focusing on Techmahindra Nigeria. The study employed survey research design as well as simple random sampling. Data were collected using questionnaires from 180 employees in Techmahindra Nigeria but 151copies of questionnaire were retrieved. The results from the regression analysis indicated that authentic leadership (self-awareness, internalised moral perspective, relational transparency and balanced processing) has a positive and significant effect on organisation commitment (affective, normative and continuance). The study recommended that organisations should organize training programmes for their leaders on how to exhibit the qualities of an authentic leader in the running of the organizations.

Influence of Authentic Leadership on Organizational Trust: The Mediatory Role of Organizational Commitment

“…This finding suggests that employees tend to be more intensely devoted to organizational tasks when leaders demonstrate leadership authenticity (AL). The results of earlier studies by Tijani and Okunbanjo (2020), Megheirkouni (2021), Alomari, Alharafsheh, and Nofal (2019), Duarte, Ribeiro, Semedo, and Gomes (2021), as well as Roncesvalles and Gaerlan (2021) are in agreement with this finding. This study also put out the hypothesis that among workers, AL greatly predicted OT (H2).…”

Authentic Leadership Behaviors and Thriving at Work: Empirical Evidence From The Information Technology Industry in Australia

“…This means that leaders who demonstrate commitment to their moral values can contribute to creating a desire among followers to work out of a sense of joy and well-being and to achieve high levels of efficiency (Levesque-Cot et al, 2021). The internal ethical perspective has a positively significant relationship with organizational loyalty (Tijani & Okunbanjo, 2020), and it can be used to prognosticate employees' job satisfaction in relation to their present positions, salaries, and promotion opportunities (Ortiz, 2020). Walumbwa et al (2008) indicate that authentic leadership behaviors related to the moral perspective are guided by internal values and standards rather than behaviors based on external pressures, which will contribute to a prosperous work environment characterized by freedom of decision-making and a sense of independence for individuals, it motivates them to act effectively and proactively to benefit from their skills at work (Wood & Bandura, 1989), and generates the desire and vitality to search for new ways and methods of doing their work, and motivates them to build new skills that increase their ability to take risks, and encourage them to learn more (Amabile, 1993).…”

“…This means that leaders who demonstrate commitment to their moral values can contribute to creating a desire among followers to work out of a sense of joy and well-being and to achieve high levels of efficiency (Levesque-Cot et al, 2021). The internal ethical perspective has a positively significant relationship with organizational loyalty (Tijani & Okunbanjo, 2020), and it can be used to prognosticate employees’ job satisfaction in relation to their present positions, salaries, and promotion opportunities (Ortiz, 2020).…”

“…It is important to prepare leaders who are able to adapt to all circumstances and adopt successful leadership styles such as authentic leadership (Gardner et al, 2011). This concept has gained the attention of many researchers and practitioners in the recent period because of the important role it plays in the success and continuity of organizations (Levy, et al, 2020; Neider & Schriesheim, 2011; Tijani & Okunbanjo, 2020). Authentic leadership is an emerging leadership style rooted in humanism that can be used in conjunction with other leadership styles (Johnson, 2019).…”