Authentic Leadership: An Empirical Test of Its Antecedents, Consequences, and Mediating Mechanisms

Abstract

The recent economic crisis as well as other disasters such as the oil spill in the Gulf of Mexico or the nuclear disaster in Japan has fanned calls for leaders who do not deny responsibility, hide information, and deceive others, but rather lead with authenticity and integrity. In this article, we empirically investigate the concept of authentic leadership. Specifically, we examine the antecedents and individual as well as group-level outcomes of authentic leadership in business (Study 1; n = 306) as well as research organizations (Study 2; n = 105). Findings reveal leader self-knowledge and self-consistency as antecedents of authentic leadership and followers' satisfaction with supervisor, organizational commitment, and extraeffort as well as perceived team effectiveness as outcomes. The relations between authentic leadership and followers' work-related attitudes as well as perceived team effectiveness are mediated by perceived predictability of the leader, a particular facet of trust. We discuss the implications of our findings for theory and practice and provide suggestions for advancing theory and research on authentic leadership in the future.

Crossover of Work–Life Balance Perceptions: Does Authentic Leadership Matter?

“…Furthermore, authentic leaders have been posited to create positive emotional states in the workplace, and thereby to foster followers' positive attitudes and behaviors, for instance, CROSSOVER OF WORK-LIFE BALANCE PERCEPTIONS 13 their satisfaction (Avolio et al, 2004). We seek to replicate earlier research indicating a positive relationship between authentic leadership and followers' job satisfaction (Giallonardo et al, 2010;Jensen and Luthans, 2006;Neider and Schriesheim, 2011;Peus et al, 2012b). Thus, our first hypothesis posits: Hypothesis 1.…”

“…Due to its relational nature, authentic leadership fosters open, trusting relations between leaders and their followers (Clapp-Smith et al, 2009;Peus et al, 2012b;Wang et al, 2014). We argue that crossover occurs through an indirect crossover mechanism.…”

“…External pressures and expectations determine the actions of authentic leaders to a much lesser extent than their internal frame of reference. Accordingly, Peus et al (2012b) demonstrated leaders' self-knowledge and self-consistency as antecedents to authentic leadership. Due to their self-reflective and self-regulative capacities, we assume that authentic leadership allows leaders to successfully balance their own needs at the work-life interface.…”

Leadership and Persistency in Spontaneous Dishonesty

“…We specifically focus on the influence of leadership, an important factor that can promote desirable and prevent undesirable behavior in professional contexts (Gardner, Cogliser, Davis, & Dickens, 2011;Hiller, DeChurch, Murase, & Doty, 2011;Peus, Wesche, Streicher, Braun, & Frey, 2012). With regard to cheating, little is known about intra-and inter-individual variations.…”

Liderança Autêntica e Saúde Organizacional: um estudo de caso num hospital

“…Fonte: Adaptado de Walumbwa et al (2008) A partir destas dimensões, os autores desenvolveram um instrumento designado (2005), tal como se encontra teorizado, "semeia as sementes da sua própria derrota" (Ford & Harding, 2011, p. 468), uma vez que a sua prática pressupõe que revolto, a integridade comportamental do líder é basilar na condução de desempenhos eficazes dos seus seguidores. Líderes com níveis superiores de integridade, cujas ações estão em fit com os princípios, conferem maior estabilidade aos seus liderados (Leroy et al, 2011 Liderança Autêntica contribui para um maior compromisso, comprometimento e empenhamento dos trabalhadores para com a organização (Avolio et al 2004;Jensen & Luthans, 2006;Peus et al 2012); para melhores desempenhos e performance (Avolio et al 2004;Gardner et al, 2005;Peterson et al, 2012;Walumbwa et al, 2008;Wong & Laschinger, 2013); para menor intenção de abandono da organização pelos profissionais (Avolio et al, 2004;Laschinger et al, 2012); para a felicidade no trabalho (Jensen & Luthans, 2006); maior envolvimento dos colaboradores (Wang & Hsieh, 2013;Walumbwa, 2010); empowerment ; maior esforço do colaborador e eficácia da equipa (Peus et al, 2012). As investigações indicam, ainda, que uma Liderança Autêntica contribui para comportamentos de cidadania organizacional dos profissionais (Walumbwa et al, 2010), para a sua criatividade (Sousa, 2009), para a satisfação com o trabalho (Avolio et al, 2004;Jensen & Luthans, 2006;Laschinger et al, 2012;Peus et al, 2012;Wong et al, 2013) e bem-estar no trabalho .…”