Authentic leadership and leaders' mental well-being: An experience sampling study

Weiß, Matthias; Razinskas, Stefan; Backmann, Julia; Hoegl, Martin

doi:10.1016/j.leaqua.2017.05.007

Cited by 100 publications

(86 citation statements)

References 102 publications

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“…Leaders of this style are also profoundly mindful of their values and beliefs, as well as being genuine, dependable, and trustworthy; where they can create a positive work environment as well as promote positive emotions, transparency, truthfulness, and openness in the leader and employee relationship (Avolio & Gardner, 2005;Ilies et al, 2005). Other studies have demonstrated that AL positively influences both leaders (Toor & Ofori, 2009;Weiss et al, 2018) and EW (Nelson et al, 2014;Rahimnia & Sharifirad, 2015). On this basis, this study posits that AL is in line with the ideals of humanistic, which is the core of the wellbeing domains.…”

Section: Authentic Leadership Rewards Meaningful Work and Wellbeinmentioning

confidence: 99%

Multilevel Analysis on Employee Wellbeing: The Roles of Authentic Leadership, Rewards, and Meaningful Work

Salleh

Mansor

Zainal

et al. 2020

AAMJ

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Employee wellbeing (EW) is becoming a genuine concern, and it has seen a resurgence in interest with the challenges in light of industrial revolution and globalisation. There is no doubt that wellbeing of the employees is one of the secret recipes that generates high return value for all levels of chains; the individual and the organisational productivity and growth as well as nation’s prosperity. However, majority of leadership researchers have failed to capture the multi-dimensional concept of EW. Moreover, the studies of the impact of leadership styles on EW are limited and narrow-focused. Thus, this study aims to examine the role of authentic leadership (AL) style on EW. This study uses meso-mediational relationship through financial and non-financial rewards and meaningful work and how they affect EW. Data were collected from 343 employees in 30 manufacturing companies in Malaysia. The finding reveals that the positivity of authentic leaders indirectly influences EW through non-financial rewards and meaningful work. It is also suggested that financial rewards and non-financial rewards should be measured separately in consideration of current socioeconomic conditions and employees’ motivational needs.

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Section: Authentic Leadership Rewards Meaningful Work and Wellbeinmentioning

confidence: 99%

Multilevel Analysis on Employee Wellbeing: The Roles of Authentic Leadership, Rewards, and Meaningful Work

Salleh

Mansor

Zainal

et al. 2020

AAMJ

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“…The originality of this study focuses on the integration of these three concepts in a single study, providing a model (see research model in Figure 1) that depicts the chain of effects between AL, happiness at work and AC. This is the first study in Cape Verde, although others researchers have investigated AL (e.g., Walumbwa et al, 2010;Wong et al, 2010;Gardner et al, 2011;Rego et al, 2013;Alok, 2014;Agote et al, 2016;Semedo et al, 2017;Otaghsara and Hamzehzadeh, 2017;Ribeiro et al, 2018;Singh et al, 2018;Weiss et al, 2018).…”

Section: Introductionmentioning

confidence: 95%

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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“…Self‐reports were an appropriate data source for personal resources and AL (Hewlin, Dumas and Burnett, 2017; Weiss et al ., 2018). Weiss et al .…”

Section: Discussionmentioning

confidence: 99%

“…Weiss et al . (2018) pointed out that core aspects of AL, such as the consistency of thoughts and behaviours, cannot be evaluated by other persons (see also Hewlin, Dumas and Burnett, 2017; Knoll et al ., 2015). Research found significant positive correlations between leader and follower ratings of AL (Nübold, van Quaquebeke and Hülsheger, 2019).…”

Section: Discussionmentioning

confidence: 99%

Managers’ Resources for Authentic Leadership – a Multi‐study Exploration of Positive Psychological Capacities and Ethical Organizational Climates

Fladerer¹,

Braun

2020

British J of Management

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While authentic leadership is highly valued in today's business world, managers do not necessarily have the resources to attain it. Building on conservation of resources theory, we propose a conceptual model to address how personal and contextual resources predict authentic leadership. Study 1 analyses the day-to-day variability in managers' positive psychological capacities as personal resources in relation to changes in authentic leadership. In addition, it tests ethical organizational climates as stable, contextual resources for authentic leadership. In Study 2, we replicate our results on the between-person level and extend the research model by exploring promotion focus as a link in the relationship between personal resources and authentic leadership.Evidence from an experience sampling study with 89 managers surveyed daily on 10 consecutive working days (Study 1) and a field survey of 130 managers at two points in time (Study 2) supports the hypothesized role of personal resources and promotion focus for authentic leadership. In both studies, only principled but not benevolent ethical organizational climates emerged as a contextual resource for authentic leadership. We discuss the implications for current management research and practice.

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Authentic leadership and leaders' mental well-being: An experience sampling study

Cited by 100 publications

References 102 publications

Multilevel Analysis on Employee Wellbeing: The Roles of Authentic Leadership, Rewards, and Meaningful Work

Multilevel Analysis on Employee Wellbeing: The Roles of Authentic Leadership, Rewards, and Meaningful Work

Authentic leadership, happiness at work and affective commitment

Managers’ Resources for Authentic Leadership – a Multi‐study Exploration of Positive Psychological Capacities and Ethical Organizational Climates

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