Authentic leadership and employee performance: mediating role of organizational commitment

Nasab, Ali Hadian; Afshari, Leila

doi:10.1108/lodj-01-2019-0026

Cited by 73 publications

(62 citation statements)

References 46 publications

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“…The respondents see their bosses leading with t ransparency, with h igh moral values that translate into their actions and decisions, with fairnes s in treating their subordinates, and with a clear sense of their own strengths and weaknesses, which affect their intention to remain co mmitted to the organization. The results coincide with a number of studies previously discussed, which established the positive effect of authentic leadership to o rganizat ional commit ment (Roncesvalles & Gaerlan, 2020;Rego, Lopes & Nascimento, 2016;Albashiti, Hajjaj & Thabet, 2017;Gat ling, Kang & Kim, 2016;Hadian Nasab & Afshari, 2019;Hlongwane & Olivier, 2017;Sunga, 2020).…”

Section: Resultssupporting

confidence: 89%

“…Findings showed that the perceptions of their leaders or managers" authentic leadership positively affect both employee performance and organizational commit ment. There is likewise a significant relationship between authentic leadership and emp loyee performance, which is positively mediated by organizational commitment (Hadian Nasab & Afshari, 2019).…”

Section: Introductionmentioning

confidence: 93%

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The Mediating Effect of Psychological Capital on Authentic Leadership and Organizational Commitment among Catholic Higher Education Institutions in Batangas

Ng¹

2021

IJRP

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Philippine higher education institutions (HEIs) constantly deal with challenges of increased employee attrition and turnover rates, more recently due to the enhanced attractiveness of free public college education in the country. More than ever, private HEIs call for administrators who exemp lify a leadership style that enhances employee commitment. This study determined the mediating effect of psychological capital on the relationship between authentic leadership and organizational commitment among employees of Catholic HEIs in the Batangas province. Explanatory sequential mixed method design was utilized. Sample of the study comprised full-time academic and non-academic employees of the six Catholic HEIs in Batangas who did not hold any administrative position during the conduct of the study. The respondents accomplished a questionnaire containing standardized items for organizational commitment, authentic leadership and psychological capital. Selected respondents participated further in interviews to explore on their experiences of authentic leadership and organizational commitment.Results revealed that employees of Catholic HEIs perceived very high levels of authentic leadership among their immediate heads and they have high levels of organizational commitment and psychological capital. Authentic leadership significantly influenced the employees" psychological capital and organizational commitment. Nevertheless, psychological capital was not found to mediate the effect of authentic leadership on organizational commitment. The insights shared by respondents during the interviews reinforced concepts of authentic leadership and organizational commitment. A Human Resource (HR) module on leadership is proposed to contribute to the business sustainability of these Catholic HEIs.

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Section: Resultssupporting

confidence: 89%

Section: Introductionmentioning

confidence: 93%

The Mediating Effect of Psychological Capital on Authentic Leadership and Organizational Commitment among Catholic Higher Education Institutions in Batangas

Ng¹

2021

IJRP

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“…Employees' job performance can be affected by many factors. When reviewing the studies in the literature, factors such as job satisfaction [28][29], organizational commitment [30], organizational citizenship behavior [31], perceived organization support [32][33], organizational trust [34], motivation [35], perception of ethical leadership [36] affect the employees' job performance in positive manner. Whereas factors such as work overload [31], organizational cynicism [37][38], mobbing [39] affect the employees' job performance negatively.…”

Section: Employees' Job Performancementioning

confidence: 99%

Effect of Loneliness in the Workplace on Employees’ Job Performance: A Study for Hospital Employees

Deniz¹

2019

ijhsrp

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Loneliness has become one of the most important problems of our time. Loneliness can be seen not only in daily life but also in the workplaces. Loneliness in the workplace has many negative effects on both employees and organizations. In this study, it was aimed to reveal the effect of loneliness in the workplace on the job performance of employees in terms of private hospitals. The study was held in Istanbul, Turkey from August 2019 to October 2019. The data of the study were collected from the employees of the private hospitals operating in Istanbul through the survey method. 393 valid questionnaires were collected for the study. When the study was completed, the loneliness levels of the participants in the workplace were found to be generally low and their job performances were to be high. As a result of the study, it was found that there is a statistically significant, negative and moderate relationship between all dimensions of loneliness in the workplace and the employees' job performance. Also, it was found that all dimensions of loneliness in the workplace negatively affect the job performance of employees. The results of this study indicate that loneliness in the workplace is a determinant for the employees' job performance According to the results of the study, hospital managements were suggested to carry out some studies in order to ensure that employees do not experience loneliness in the workplace and to improve their job performance.

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“…A plethora of studies have acknowledged that authentic leadership can bring multi-faceted outcomes for an organization such as improved organizational commitment [22,23], organizational citizenship behavior [24,25], employee performance [26], employee engagement [27], etc. However, it is not clear in the prior literature how authentic leadership can be related to inducing workplace innovative behavior of the employees.…”

Section: Introductionmentioning

confidence: 99%

Fostering Workplace Innovation through CSR and Authentic Leadership: Evidence from SME Sector

et al. 2021

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The cut-throat situation of competitiveness in almost every business sector, followed by globalization, shortened product life cycles, and rapid technological changes have raised the importance of innovation to overrun the rivals. Scholars have established that appropriate leadership style is a key enabler for organizational success. However, it is not clear in existing literature how the concept of authentic leadership is related to innovative work behavior (IWB). Likewise, the role of corporate social responsibility (CSR) to induce IWB is also vague in current literature. Thus, the basic purpose of the current study was to test the relationship of CSR and IWB with the mediating effect of authentic leadership. The proposed model was tested in the small and medium-sized enterprises (SMEs) sector of China. The data were collected through a questionnaire that was distributed among different respondents of the current survey. The data were obtained from a dyad of supervisor and subordinate serving in different SMEs in Wuhan city of China. The study used the structural equation modeling (SEM) technique to validate different hypotheses. The empirical results confirm that CSR positively relates to IWB while authentic leadership partially mediates this relationship. The findings of the current survey will be helpful for policymakers to recognize employees as a source of innovation through CSR and authentic leadership.

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Authentic leadership and employee performance: mediating role of organizational commitment

Cited by 73 publications

References 46 publications

The Mediating Effect of Psychological Capital on Authentic Leadership and Organizational Commitment among Catholic Higher Education Institutions in Batangas

The Mediating Effect of Psychological Capital on Authentic Leadership and Organizational Commitment among Catholic Higher Education Institutions in Batangas

Effect of Loneliness in the Workplace on Employees’ Job Performance: A Study for Hospital Employees

Fostering Workplace Innovation through CSR and Authentic Leadership: Evidence from SME Sector

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