Authentic Leadership, Trust (in the Leader), and Flourishing: Does Precariousness Matter?

Abstract

OrientationThis study employed a second stage moderated mediation analysis to investigate the influence of authentic leadership on employee flourishing via trust in the leader (mediating variable) and job overload (moderating variable).Research PurposeTo explore the relationship between authentic leadership and flourishing by considering the indirect effect of trust in the leader as potentially moderated by job overload.Motivation for the StudyAn authentic leadership style, trust in the leader, and job overload may impact employee flourishing. A deeper understanding of the potential interaction effect of trust in the leader and job overload in the relationship between authentic leadership and flourishing may improve individual and organizational productivity.Research Approach/Design and MethodThis study used a quantitative, cross-sectional survey design and PROCESS for moderated mediation. The sample consisted of 314 employees in a prominent steel manufacturing organization in South Africa. The Authentic Leadership Inventory, Workplace Trust Survey (WTS), Flourishing-at-Work Scale, and the Job Demands-Resources Scale were utilized.Main FindingsThe study found that authentic leadership was a significant predictor of flourishing through trust in the leader. Job overload did not moderate the relationship between trust in the leader and employee flourishing.Practical/Managerial ImplicationsThis study emphasizes the potential role of authentic leadership in fostering a trustful relationship between employees and their leaders. It might result in the increased flourishing of employees. The non-significant influence of job overload on trusting relationships in precarious work contexts was also illuminated.Contribution/Value-AddThrough the analysis of these relations, organizations may be favorably equipped to optimize the resources required to improve performance. Moreover, the investigation into trust in the leader combined with job overload increases our understanding of supporting and promoting employee flourishing at work.

Flourishing among undergraduate nursing students: Insights from a cross‐sectional study in Saudi Arabia

“…This aligns with previous research, which has established that flourishing is closely connected to emotional, psychological, and social well‐being (Eraslan‐Capan, 2016). Moreover, flourishing is associated with positive relationships, life purposes, personal growth, and authentic leadership styles (Fowers et al., 2016; Kleynhans et al., 2022). Additionally, research has shown that social media use can have a positive impact on flourishing, particularly when individuals have positive experiences and draw inspiration from others on social media (Marciano & Viswanath, 2023).…”

Understanding and Improving Athlete Mental Health: A Social Identity Approach

“…Recognising this, researchers have devoted substantial attention to understanding how, by engaging in different leadership styles and behaviours, leaders can (a) foster an environment that supports group members to flourish (e.g. [ 111 , 112 ]) and (b) help protect against (or, conversely, contribute to) work groups becoming toxic (see [ 113 ] for a review). Very few studies with these goals have been conducted in sport (see [ 114 ] for an exception).…”

Authentic leadership and flourishing: Do trust in the organization and organizational support matter during times of uncertainty?

“…Recent studies found that authentic leadership could be beneficial to organizations, as it was associated with a variety of positive end results, such as follower creativity, team member performance ( Duarte et al, 2021 ), consumer focus, personnel retention ( Ribeiro et al, 2020 ), and employee flourishing ( Nair et al, 2021 ; Kleynhans et al, 2022 ). Ryff and Keyes (1995) maintain that when leaders exhibit behavior linked to the dimensions of authentic leadership (self-awareness, internalized moral perspective, balanced processing, and relational transparency), they can influence the well-being of employees.…”

“…The central research question that can be asked is whether authentic leadership will positively influence employee attitudes in times of uncertainty? We know that authentic leadership is a positive predictor of organizational support ( Aria et al, 2019 ; Baykal, 2020 ), trust in the organization ( Stander et al, 2015 ; Coxen et al, 2016 ), and flourishing ( Chevalier et al, 2021 ; Kleynhans et al, 2022 ). However, it is not clear to what extend the impact on each other play in a model incorporating all the constructs.…”