Review of Practical Implications in Authentic Leadership Studies

Arda, Özlem; Aslan, Tuğçe; Alpkan, Lütfihak

doi:10.1016/j.sbspro.2016.07.135

Cited by 20 publications

(25 citation statements)

References 23 publications

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“…The study responds to a call by researchers who have argued that more empirical research is needed to understand fully the mechanisms through which AL influences employees' performance and other outcomes and to expand the nomological network for AL (Arda et al, 2016;Avolio and Mhatre, 2012;Gardner et al, 2011;Leroy et al, 2012;Mubarak and Noor, 2018). This research also represents an important opportunity for legitimizing the authenticity in leadership, in both the scholarly and practitioner context.…”

Section: Discussionmentioning

confidence: 92%

How authentic leadership promotes individual performance

Ribeiro

Duarte

Filipe

2018

IJPPM

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This study sought to provide a more comprehensive understanding of how authentic leadership (AL) can affect individual performance through creativity and organizational citizenship behavior (OCB)'s mediating roles. Design/methodology/approach: The sample included 177 leader-follower dyads from 26 private and small and medium-sized organizations. Followers reported their perceptions of AL, and leaders assessed each follower's level of creativity, individual performance, and OCB. Findings: The findings show that AL has a positive impact on OCB (i.e., altruism, sportsmanship, civic virtue, conscientiousness, and courtesy), employee creativity, and individual performance. Creativity partially mediates the relationship between AL and individual performance. Some dimensions of OCB, namely, altruism, civic virtue, and courtesy, also play a mediating role in this relationship. Research limitations/implications: Additional studies with larger samples are needed to determine more clearly not only AL's influence on individual performance but also other psychosocial variables affecting that relationship. Practical implications: Organizations can increase employees' creativity, OCB, and individual performance by encouraging managers to adopt more authentic leadership styles. Originality/value: This study is the first to integrate AL, creativity, OCB, and individual performance into a single research model, thereby extending previous research. The study also used a double-source method to collect data (i.e., leader-follower dyads) to minimize the risk of introducing common-method variance.

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Section: Discussionmentioning

confidence: 92%

How authentic leadership promotes individual performance

Ribeiro

Duarte

Filipe

2018

IJPPM

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“…Thus, this study responds to calls in the literature for more empirical research examining how AL influences employee outcomes, expanding AL theory’s nomological network, and assessing this concept’s validity and stability across culturally diverse samples (Arda, Aslan, & Alpkan, 2016; Avolio & Mhatre, 2012; Gardner, Cogliser, Davis, & Dickens, 2011; Hsieh & Wang, 2015; Leroy et al, 2012; Rego, Vitória, Magalhães, Ribeiro, & Cunha, 2013; Walumbwa et al, 2008).…”

Section: Introductionmentioning

confidence: 99%

How Authentic Leadership Promotes Individual Creativity: The Mediating Role of Affective Commitment

Ribeiro

Duarte²,

Filipe

et al. 2019

Journal of Leadership & Organizational Studies

111

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This study sought to provide a more comprehensive understanding of how authentic leadership can affect employees’ individual creativity through affective commitment’s mediating role. The sample included 177 leader–follower dyads from 26 private, small- and medium-sized enterprises. Followers reported their levels of affective commitment and perceptions of authentic leadership, and leaders assessed each follower’s level of creativity. The results show that authentic leadership has a positive impact on affective commitment and creativity. Moreover, affective commitment fully mediates the relationship between perceived authentic leadership and individual creativity. Organizations can thus increase employees’ affective commitment and creativity by encouraging their managers to adopt more authentic leadership styles. Additional studies with larger samples are needed to determine more clearly not only authentic leadership’s influence on individual creativity but also other psychosocial and personal variables’ effects on that relationship.

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“…The importance of authentic leadership has increased due to the need for reliable and transparent leadership . According to Neff and Harter (2002), authentic leadership is described shortly as being honest with oneself, but it is known that there are other factors rather than honesty, such as self-confidence and optimism (Arda et al, 2016;Ilies, Morgeson, & Nargang, 2005;Shamir & Eilam, 2005). This type of leader is consistent with what they say and what they do (Simons, 2002).…”

mentioning

confidence: 99%

The Effect of Servant and Transformational Leadership Styles on Employee Creative Behavior: The Moderating Role of Authentic Leadership

2021

International Journal of Organizational Leadership

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Leaders are expected to trigger and increase the creative behavior of their followers, and hence they need to adopt various leaderships together. This study focuses on the effect of the servant and transformational leadership on employee creative behavior and the moderating role of authentic leadership on these relationships. One thousand one hundred forty-six blue-and white-collar employees working in the western region of Turkey were selected by convenience sampling. Confirmatory factor analysis (CFA) and Process Macro by Hayes have been used to determine the effects and interactions among variables. Servant and transformational leadership were positively related to employee creative behavior, and that these effects increased if moderated by authentic leadership. Thus, authentic leadership strengthens the positive impact of servant and transformational leadership on employee creative behavior. It is predicted that leaders should be servants or transformational leaders to increase employee creative behavior in their organizations. It should be taken into account that if these leaders also exhibit authentic leadership, the effect of leadership on employee creative behavior will be even greater. A second leadership is also included in the relationship between leadership and employee creative behavior, which is generally examined through a single leadership type. The interaction of this second leadership with other leadership is also tested.

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Review of Practical Implications in Authentic Leadership Studies

Cited by 20 publications

References 23 publications

How authentic leadership promotes individual performance

How authentic leadership promotes individual performance

How Authentic Leadership Promotes Individual Creativity: The Mediating Role of Affective Commitment

The Effect of Servant and Transformational Leadership Styles on Employee Creative Behavior: The Moderating Role of Authentic Leadership

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