Is Being Authentic Being Fair? Multilevel Examination of Authentic Leadership, Justice, and Employee Outcomes

Abstract

To advance research on how leaders influence followers and organizational performance, we proposed and tested a multilevel mediation model whereby authentic leaders influence follower fairness perceptions and create a fair climate, which in turn relates to subordinate well-being, turnover intention, and organizational commitment. Survey data from 187 employees, clustered under 37 leaders, were tested using a multilevel structural equation modeling approach. Results show that authentic leaders relate to follower outcomes in part through directly relating to subordinates' perceptions of justice and justice climate. Implications include development of authentic leadership as an actionable strategy for bolstering followers' well-being and performance.

Does Compassion Matter in Leadership? A Two‐Stage Sequential Equal Status Mixed Method Exploratory Study of Compassionate Leader Behavior and Connections to Performance in Human Resource Development

“…We focus our work on the central role of compassion in a leadership context. We suspect that compassionate leaders demonstrate a unique set or pattern of behaviors that is not already expressed harmoniously in other constructs of leadership, such as, for example, authentic (Kiersch & Byrne, ; Yagil & Medler‐Liraz, ) or servant leadership (De Clercq et al, ; Liden, Wayne, Liao, & Meuser, ). At the same time, the central role of any one compassionate leader behavior may also have clear, direct connections and overlap to those well‐developed, and grounded ideas and we need to recognize those connections.…”

The Collaborative Mapping Model: Relationship-Centered Design for Higher Education

“…The CMM has four primary conceptual influences: authentic leadership theory, shared leadership theory, appreciative inquiry, and backward design. Kiersch and Byrne (2015) define authentic leaders as those who "are transparent and consistent in decision making and in interactions with followers. They situate themselves to make well-informed decisions by encouraging followers to voice diverse viewpoints and by incorporating those decisions into their decision-making process" (p. 293).…”

“…They situate themselves to make well-informed decisions by encouraging followers to voice diverse viewpoints and by incorporating those decisions into their decision-making process" (p. 293). Authentic leaders act based on their values and morals; they espouse integrity and expect their colleagues and followers to act in kind (Kiersch & Byrne, 2015). In the collaborative designer role, instructional designers act as leaders; the CMM encourages designers to act with authenticity, emphasizing diverse perspectives and a values-centric approach as critical elements of successful partnership and design.…”

“…The collaborative designer piece was missing from the literature leading to the development of the collaborative mapping model (CMM) that puts relationship at the center of higher education instructional design and addresses issues of scale, quality, and empowerment. Development of the CMM was informed by several key theories and concepts, including authentic leadership theory (Kiersch & Byrne, 2015), shared leadership theory (Bolden, 2011), and appreciative inquiry (Kadi-Hanifi et al, 2014). After several years of implementation and refinement, the preliminary research described here was conducted to examine the effectiveness of the model toward facilitating the collaborative relationship between instructional designer and faculty.…”

Authentic Leadership and Employees’ Work-related Quality of Life: A Study of IT Organizations in India

“…Various conceptual and empirical research studies have been conducted focusing on the antecedents and outcomes of authentic leadership (e.g., Kiersch & Bryne, 2015;Nelson, et al, 2014;Rego, Sousa, Marques & Cunha, 2014;Walumbwa et al, 2008;Gardner, et al, 2005). Scholars have maintained that various individual traits such as transparency, integrity and self-discipline are integral to authentic leadership (Ilies, Morgeson, & Nahrgang, 2005;Avolio, Gardner, Walumbwa, Luthans & May, 2004).…”