How Authentic Leadership Influences Team Performance: The Mediating Role of Team Reflexivity

Lyubovnikova, Joanne; Legood, Alison; Turner, Nicola; Mamakouka, Argyro

doi:10.1007/s10551-015-2692-3

Cited by 121 publications

(101 citation statements)

References 80 publications

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“…ALQ consists of four dimensions: (1) self-awareness (e.g., "The leader knows when it is time to re-evaluate his or her positions on important issues"), (2) relational transparency (e.g., "The leader says exactly what he or she means"), (3) internalized moral perspective (e.g., "The leader makes difficult decisions based on high standards of ethical conduct"), and (4) balanced processing (e.g., "The leader listens carefully to different points of view before coming to conclusions"). ALQ is a valid scale as confirmed by previous studies [64][65][66]. We collected the data at first time point.…”

Section: Authentic Leadership (Time Point 1)mentioning

confidence: 66%

Doing Good Is Not Enough, You Should Have Been Authentic: Organizational Identification, Authentic Leadership and CSR

et al. 2018

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Previous studies on the relationship between corporate social responsibility (CSR) and organizational performance have emphasized how CSR influences the external stakeholders such as shareholders, customers, and local communities to explain the association. Thus, it is relatively less studied how CSR influences internal stakeholders, which ultimately accrue to organizational performance. Grounded on institutional theory which proposes that institutional enablers such as CSR activities affect macro-level outcomes (i.e., organizational performance) through micro-level mechanisms (i.e., attitudes or behaviors of members), we argue that internal processes are critical to explaining the CSR-performance link. Using 2-wave time-lagged survey data of 301 employees from various companies in South Korea, we first investigate how organizational identification (OI) mediates the CSR-performance link. In addition, we also investigate how authentic leadership moderates the link between CSR and OI. The results showed that OI is an important internal process that CSR enhances for organizational performance. In addition, authentic leadership positively moderated the effect of CSR on OI. Our results suggest that we need to understand "internal" intermediating mechanisms as well as critical contextual factors to elaborately explain the relationship.

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Section: Authentic Leadership (Time Point 1)mentioning

confidence: 66%

Doing Good Is Not Enough, You Should Have Been Authentic: Organizational Identification, Authentic Leadership and CSR

et al. 2018

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“…This is not surprising given that authentic processes are grounded in notions of Rogerian congruence and Gestalt present experiencing (Kernis & Goldman, ). Authentic leadership has been linked to multiple outcomes, including group identification and cohesion (López, Alonso, Morales, & León, ), positive areas of work life (Laschinger, Borgogni, Consiglio, & Read, ), and team performance and reflexivity (Lyubovnikova, Legood, Turner, & Mamakouka, ). Authentic leadership in counseling may foster similar results.…”

Section: Discussionmentioning

confidence: 99%

Identifying Dynamics of Counseling Leadership: A Content Analysis Study

McKibben

Umstead

Borders

2017

Jour of Counseling & Develop

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The authors synthesized counseling leadership literature to identify themes of counseling leadership. Using an inductive approach to content analysis, the authors analyzed 11 empirical articles, 9 conceptual articles, and 13 leadership profiles. Results yielded 24 emergent leadership themes that were sorted into 3 groups. Findings pave the way for more comprehensive research on counseling leadership and allow for increased intentionality in teaching, training, and practicing counseling leadership.

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“…Empirical evidence from a range of samples, sectors, and countries provides support for the idea that leaders who are seen to be authentic (in ways consistent with the above definition) are also effective in the sense that they can mobilize followers' energies to enhance group and organizational success. For instance, research has shown that followers' perceptions of authentic leadership are positively related to organizational performance, job satisfaction, satisfaction with leader, trust, work engagement, commitment, psychological capital, team climate, team performance, and team reflexivity (e.g., Avolio & Walumbwa, 2014;Lyubovnikova, Legood, Turner, & Mamakouka, 2017;Walumbwa et al, 2008). Although many studies (see Gardner, Cogliser, Davis, & Dickens 2011 for a review) have examined authentic leadership in business and other organizational settings, very little research has been conducted in sport.…”

mentioning

confidence: 99%

Authentic leadership and task cohesion: The mediating role of trust and team sacrifice.

Bandura

Kavussanu

Ong

2019

Group Dynamics: Theory, Research, and Practice

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How Authentic Leadership Influences Team Performance: The Mediating Role of Team Reflexivity

Cited by 121 publications

References 80 publications

Doing Good Is Not Enough, You Should Have Been Authentic: Organizational Identification, Authentic Leadership and CSR

Doing Good Is Not Enough, You Should Have Been Authentic: Organizational Identification, Authentic Leadership and CSR

Identifying Dynamics of Counseling Leadership: A Content Analysis Study

Authentic leadership and task cohesion: The mediating role of trust and team sacrifice.

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