Authentic Leadership, Empowerment, and Positive Outcomes: Hearing the Voices of the Events Industry

Abstract

The purpose of this study is to investigate the direct and indirect relationships between authentic leadership and job satisfaction; and those between authentic leadership and organizational commitment, using empowerment as a mediator in the events industry. Quantitative data were obtained from 304 participants from sport, cultural, and personal events in the Middle East. Three hundred and four surveys were completed. The results show that empowerment mediates the relationships between authentic leadership and job satisfaction, as well as between authentic leadership and organizational commitment in the events industry. Theoretical and practical implications of the findings are discussed, together with limitations and ideas for future research.

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).…”

“…Using data collected from 281 employed businesspeople in Australia, Lux, Grover, and Teo (2019) examined how AL related to affective commitment and found that AL strongly predicted affective commitment. Also, Megheirkouni (2021) investigated the relationship between AL and OC. This study's data came from 304 workers in Syria, Lebanon, and the United Arab Emirates, and this researcher found that AL predicted OC.…”

Event Leadership Matters: Why a Shared Approach Might Be the Answer to Improved Working Practices in Events

“…For us, a particularly pressing concern is the lack of research into the role of leadership within the process of event management. Our review of the literature revealed only a handful of empirical research papers that focused on leadership, including some of our own work, e.g., Abson (2017); Abson & Schofield (2022); Megheirkouni (2018Megheirkouni ( , 2021Megheirkouni ( , 2022; Wahab, et al(2014). This lack of research into event leadership is understandable given the dynamic and complex environment in which event managers work (Imam & Zaheer, 2021).…”

“…See, for example, research into ethical, servant and shared leadership in tourism and hospitality (e.g., Dhar, 2016;Elche et al, 2020;Fu et al, 2020). Event scholars, however, are still too often focused on descriptive characteristics and skills needed to manage events; this is true even of the empirical studies which focus on leadership styles (Megheirkouni, 2018(Megheirkouni, , 2021(Megheirkouni, , 2022Wahab et al, 2014) or the competencies and skills needed to lead events (Abson, 2017;Giudici & Filimonau, 2019;Werner et al, 2022;Padron & Stone, 2019). They also often fail to engage with the particular challenges that surround leadership in events.…”

Responsible Leadership As an Approach to Facilitate Olympic Work Engagement Via Learning Organization

“…The results of sport event research indicate that particular leadership behaviors or styles may refer to 'responsibility' when they help achieve positive outcomes. For example, transformational leadership, servant leadership, authentic leadership were perceived as effective in the sports event sector (Megheirkouni, 2017a;Megheirkouni, 2019a;Megheirkouni, 2021;Megheirkouni et al, 2018). Studies have also revealed that servant leaders are perceived as responsible leaders when they put others first (Megheirkouni, 2018b;Parris & Peachey, 2013;Rieke et al, 2008;Wells & Welty Peachey, 2016), while in other published research, it has been suggested that effective leaders are those who seek to build high-quality LMX relationships (Bang, 2011;Cranmer & Myers, 2015, Hoye, 2004Megheirkouni, 2017c;Megheirkouni, 2020).…”