The influence of authentic leadership on the learning organization at the organizational level: The mediating role of employees’ affective commitment

Milić, Bojana; Grubić-Nešić, Leposava; Kuzmanović, Bogdan; Delić, Milan

doi:10.5771/0949-6181-2017-1-9

Cited by 11 publications

(6 citation statements)

References 47 publications

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“…Empirical Review Keith and Smith (2019) discovered that consistency between a leader's words and actions and balanced processing are positively associated with staff engagement. The findings are consistent with the findings of Milic et al (2017) who found a significant positive relationship between balanced processing and employee affective commitment, suggesting that the authenticity of immediate superiors plays a significant role in fostering emotional attachment and identification with the organization. Bahzar (2019) demonstrated that leaders and employees in Islamic firms practiced authentic leadership and its components, including balanced processing.…”

Section: Social Exchange Theorysupporting

confidence: 90%

Influence of Leader’s Balanced Processing on Employee Commitment in Agencies Implementing Public Financial Management Reforms in Kenya

Gacheru

Karimi

Kangu

2023

TUJ

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In many developing countries, Public Financial Management Reforms (PFMRs) have been considered an instrumental element of governance with the intent to curb wasteful expenditure and corruption. Before making any budgetary or financial decision, leaders are expected to make objective analysis of theavailable financial data and to take into consideration all available options from their subordinatesbefore deciding on a way forward. This is what defines balanced processing. The aim of this paper wastherefore to evaluate how leader’s balanced processing influence the commitment of employees inagencies implementing Public Financial Management Reforms (PFMRs) in Kenya. The study was guided by the positivism research philosophy and applied a descriptive correlational research design inconducting the study. This design is deemed relevant particularly as it reveals accurate informationallowing for inferences through hypothesis testing. This approach was favored because it explains what is in existence and, in turn, assists in revealing new realities and meanings, thus broadening the scope of the phenomenon under study. The study targeted 747 managers from the Kenyan PFMR implementing agencies from which a sample of 260 managers was obtained through simple random sampling technique. A structured questionnaire was used for data collection with analyses being done and presented using both descriptive and inferential statistics. The Binary logit regression model depicted a significant association between the variables with Chi-square χ² (1) = 139.881, p<.001, and the model summary result showed the Nagelkerke R square of .731 (equivalent to R 2 on the linear regression model) hence accepting the alternative hypothesis, which stated that leaders' balanced processing significantly influenced employee commitment among managers in agencies implementing PFMRs. In its recommendation, this study guides that leaders should listen carefully to ideas from every employee fairly and understand that different employees work differently. Some ideas can be implemented to improve the organization, and some can be implemented later; therefore, it effectively attracts employees in decisionmaking and enhances employee commitment.

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Section: Social Exchange Theorysupporting

confidence: 90%

Influence of Leader’s Balanced Processing on Employee Commitment in Agencies Implementing Public Financial Management Reforms in Kenya

Gacheru

Karimi

Kangu

2023

TUJ

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“…For example, Gardner et al (2005) and Kernis, (2003) have reported that the authentic leader’s behavior embodies principles and values that strive to achieve and maintain open and authentic relationships. Also, Milic et al (2017) showed that the perceptions about AL abilities moderately and positively influence employee’s AC. When employees perceive greater authenticity by the leader, they develop a stronger emotional bond.…”

Section: Research Background and Hypotheses Developmentmentioning

confidence: 96%

Authentic leadership, happiness at work and affective commitment

Semedo¹,

Coelho

Ribeiro

2019

EBR

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This study aims to investigate the relationship between perceptions of authentic leadership (AL) and affective commitment (AC) both directly and indirectly through the mediating effect of happiness at work. Design/methodology/approach Empirical research has analyzed the data from a questionnaire administered to a sample of five hundred forty-three employees belonging to various public and private organizations in Cape Verde. Structural Equation Modeling was used to test the model. Findings It was found that the perceptions of AL explain employees' happiness at work. Perceptions of AL also predict AC both directly and through the mediating effect of happiness at work. Practical implications The findings suggest that AL predicts happiness at work, which in turn, explain employees` emotional bond to the organization. These results provide evidence that the quality of working environment created by leaders plays an important role in the extent to which employees develop better emotional bond at work. So, the organizations, particularly in Cape Verde should focus on training leaders with authentic characteristics. Originality/value In addition to verifying the direct relationship between AL and AC, this study introduced the mediating effect of the happiness at work, providing a model that depicts the chain effect between AL, AC and happiness, integrating these concepts in a single study.

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“…Organizational commitment has been given a solid theoretical foundation by Allen (1991, 1997) work. This concept can be defined as a psychological force that binds individuals to their organization and shapes their behavior (Meyer and Herscovitch, 2001). Allen (1991, 1997) also developed a wellaccepted model that distinguishes between three distinctive forms of commitment: affective, continuance, and normative.…”

Section: Authentic Leadership Affective Commitment and Individual Performancementioning

confidence: 99%

Authentic Leadership and Improved Individual Performance: Affective Commitment and Individual Creativity’s Sequential Mediation

Duarte¹,

Ribeiro

Semedo

et al. 2021

Front. Psychol.

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Authentic leadership has become increasingly important in the literature, attracting the attention of many scholars in the last decade. This study adopted an employee-centered perspective to guide its examination of the relationship between authentic leadership and individual performance and investigation of the sequential mediation of employees’ affective commitment and individual creativity. An analysis was conducted of data collected from 214 employees working in different business sectors. The results reveal a statistically significant positive relationship between authentic leadership and employees’ workplace performance, which are both directly connected and indirectly linked through the two proposed psychosocial mechanisms. The findings thus indicate that authentic leadership reinforces workers’ emotional connection with their organizations, thereby increasing their individual creativity and, subsequently, promoting better on-the-job performance. This study presents new and significant results since, on the one hand, it relied on a sequential mediation analysis of variables and, on the other hand, integrated the four main constructs into a single model. The proposed model displays the chain of effects between authentic leadership, affective commitment, individual creativity, and employee workplace performance. Implications for organizational management are discussed.

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The influence of authentic leadership on the learning organization at the organizational level: The mediating role of employees’ affective commitment

Cited by 11 publications

References 47 publications

Influence of Leader’s Balanced Processing on Employee Commitment in Agencies Implementing Public Financial Management Reforms in Kenya

Influence of Leader’s Balanced Processing on Employee Commitment in Agencies Implementing Public Financial Management Reforms in Kenya

Authentic leadership, happiness at work and affective commitment

Authentic Leadership and Improved Individual Performance: Affective Commitment and Individual Creativity’s Sequential Mediation

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