Effects of authentic leadership, affective commitment and job resourcefulness on employees’ creativity and individual performance

Abstract

Purpose The purpose of this paper is to report the findings of a study examining the relationship between authentic leadership (AL), attitudes and employees’ behaviours. More specifically, how AL influences affective commitment, job resourcefulness and creativity, which, in turn, influence individual performance. Design/methodology/approach Empirical research has analysed the data from a questionnaire administered to a sample of 543 employees belonging to various public and private organisations in Cape Verde. The model was tested using structural equation modelling. Findings The results reveal that AL influences employees’ attitudes (affective commitment and job resourcefulness) and their creativity, affective commitment and job resourcefulness predict the employees’ creativity, and job resourcefulness and creativity predict individual performance. Practical implications The results from this study can help managers to understand how to increase employees’ creativity and performance through AL, affective commitment and job resourcefulness. Indirectly, the study also suggests that organisations should focus on selecting leaders with authentic features and implement appropriate training activities, coaching and development that aim to increase AL since this may well result in a positive impact on employees’ attitudes and behaviours. Originality/value The originality of this study is that it focusses on the integration of the five concepts, AL, affective commitment, job resourcefulness, creativity and individual performance, in a single study, providing a model that depicts the chain of effects between AL, employees’ attitudes, employees’ creativity and individual performance.

Authentic leadership, happiness at work and affective commitment

“…If, on the one hand, employees need to be affectively committed at work to perform the better role and to present better results (Semedo et al, 2016), on the other hand, this affective attachment at work can be provided by AL (Hashim et al, 2017). However, it is proposed that this relationship can be both directly and indirectly through the mediating role of affective well-being.…”

Authentic Leadership, Komitmen afektif Dan Job Resourcefullness Dalam Membentuk Kreatifitas Dan Kinerja Pegawai Bank Syariah Di Indonesia

“…Pegawai yang memiliki job resourcefulness yang tinggi akan memiliki kepercayaan diri yang tinggi, sehingga membuatnya percaya akan kemampuan dirinya. Kondisi ini akan mendorong munculnya kreatifitas (Semedo et al, 2016). Faktor ketiga yang dapat membentuk kreatifitas adalah kepemimpinan authentic.…”

“…Faktor ketiga yang dapat membentuk kreatifitas adalah kepemimpinan authentic. Pemimpin yang authentic memberikan kepercayaan dan penghargaan yang tinggi kepada bawahannya (Semedo et al, 2016).…”

Informal Institutions and Leadership Behavior: A Cross-Country Analysis

“…Phelan and Young [59] specifically point out the importance of creative self-leadership, which refers to a reflective internal process by which an individual consciously and constructively navigates their thoughts and intentions toward the creation of desired changes and innovations. Creativity has shown significant relationships between selfleadership [59], transformational leadership [60,61] and authentic leadership [62]. Creativity has also been widely investigated in different contexts.…”