A Research on the Consequences of Authentic Leadership

Abstract

The present study examines the relationship between employees' authentic leadership perceptions and three relevant authentic leadership consequences --organizational trust, organizational commitment and organizational cynicism. With 371 employees in a Turkish firm, correlation analysis results show that authentic leadership perceptions of employees are positively related to organizational trust and organizational commitment, but are negatively related to organizational cynicism. Moreover, controlling for demographics such as the total monthly income and the total working period of employees, the study's hierarchical regression analysis results reveal that authentic leadership perceptions predict organizational trust, organizational commitment and organizational cynicism. We suggest that by taking into consideration the findings of the current study, authentic leadership behaviors may provide useful outcomes and practices such as positive organizational trust and commitment, and lower levels of cynicism.

The Relationship between Authentic Leadership and Employees Virtual Loafing and Cynic Behaviors

“…There is a negative relationship between authentic leadership and organizational cynicism. This case supports the works of Laschinger et al (2013); Tabak et al (2013); Polatcan and Titrek (2014) from the literature. There is no negative relationship between authentic leadership and virtual loafing.…”

“…In their research on the health sector, Laschinger and others (2013) reached the conclusion that authentic leadership behaviors of head nurse, working conditions of nurses, and empowerment perceptions affect nurses' emotional exhaustion and cynicism. Tabak et al (2013) examined in their works on authentic leadership perceptions of employees of a Turkish company in relation to organizational trust, organizational commitment, and organizational cynicism. As a result of that study; they came to conclusion that authentic leadership has a positive relation with organizational trust and organizational commitment; and it has a significant negative relationship with organizational cynicism.…”

“…As a result of the research, Polatcan and Titrek (2014) found a moderate and negative relationship between the authentic leadership behaviors and cynicism. Tabak et al (2013) examined about the authentic leadership perceptions of the employees of a Turkish company in relation to organizational trust, organizational commitment, and organizational cynicism in their works. According to this study; they came to conclusion that authentic leadership has a positive relation with organizational trust and organizational commitment; and it has a significant negative relationship with organizational cynicism.…”

Dynamic organisational capabilities: The role of authentic leadership and trust

“…Miniotaite and Buciuniene (2013) suggested that AL increases followers' TO amongst other positive outcomes. Tabak, Polat, Çoşar and Türköz (2013) found that employees who have a high-level of AL perception reported high levels of organisational trust. This finding upheld the results of the studies conducted by Dasborough and Ashkanasy (2005) and Çeri-Booms ( 2009) that AL results in increased levels of organisational trust.…”

Distributed Leadership in Educational Institutions

“…The main modern leadership theories include implicit leadership, strategic leadership, online leadership, selfleadership, servant leadership, authentic leadership, transformational leadership, charismatic leadership, synergic leadership, substituted leadership, mentoring, transactional leadership (Bass, 1985;Lunenburg and Ornstein, 2013;Hoy and Miskel,2012;Tabak, Şeşen,Türköz, 2012), shared leadership (Bakır, 2013;Bostancı, 2012), distributed leadership (Spillane & Diamond, 2007;Baloğlu, 2011;Korkmaz & Gündüz, 2011;Özer & Beycioğlu, 2013;Hulpia, Devos & Rosseel, 2009;Özdemir, 2012;Elmore, 2000), ethical leadership, cultural leadership, instructional leadership, learning leadership, visionary leadership, charismatic leadership (Çelik, 1999; Şişman, 2002).…”