Authentic leadership, followership, and psychological capital as antecedents of work engagement

Plessis, Marieta du; Boshoff, A. B.

doi:10.1080/14330237.2018.1438832

Cited by 24 publications

(28 citation statements)

References 42 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…When employees encounter setbacks, authentic leadership helps them cope positively, thus increasing their resilience (Ilies et al, 2005). Research suggests that authentic leadership positively predicts psychological capital (Hu et al, 2018; Hu et al, 2018; Plessis & Boshoff, 2018).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

How authentic leadership impacts on job insecurity: The multiple mediating role of psychological empowerment and psychological capital

et al. 2020

View full text Add to dashboard Cite

Previous studies have suggested that leadership style may have an impact on job insecurity among employees. Authentic leaders encourage the development of the people around them by practicing real values, beliefs and behaviours, being subordinate oriented and making honest evaluations of the behaviour and performance of employees. Authentic leadership, often considered the ‘root construct’ of other positive leadership forms, conforms to Chinese culture and hence, may be the most suitable leadership style for organizations following this culture. As the effect of authentic leadership on job insecurity is unclear, this study aimed to examine the mechanism between job insecurity and authentic leadership and further explore the mediating effect of psychological empowerment and psychological capital. The results of this study, involving 451 employees from 68 departments of a communications enterprise in China, revealed that authentic leadership has a cross‐level negative impact on employees' job insecurity. Moreover, psychological empowerment and psychological capital played a multiple mediating role between authentic leadership and job insecurity.

show abstract

Section: Theory and Hypothesesmentioning

confidence: 99%

How authentic leadership impacts on job insecurity: The multiple mediating role of psychological empowerment and psychological capital

et al. 2020

View full text Add to dashboard Cite

show abstract

“…It is important to note that findings from international studies cannot simply be extrapolated for use within the South African context, as authors argue that leadership is contextually based ( Scheepers and Elstob, 2016 ; Lemoine et al, 2019 ). Second, AL remains somewhat unexplored in the mining sector as the majority of research is focused on the healthcare sector ( Boamah et al, 2016 ; Coxen et al, 2016 ; Du Plessis and Boshoff, 2018b ) or a combination of healthcare and mining ( Du Plessis and Boshoff, 2018a ). The challenges faced by leaders (and their subordinates) in the mining industry (i.e., more physical) is vastly different from those experienced in the healthcare industry (i.e., more emotional).…”

Section: Introductionmentioning

confidence: 99%

The Relationship Between Authentic Leadership, Psychological Empowerment, Role Clarity, and Work Engagement: Evidence From South Africa

2020

View full text Add to dashboard Cite

Employees in the mining sector are faced with a demanding work environment due to external challenges impacting on the organization. Optimizing their engagement is vital in weathering a demanding environment. The aim of this study was to (a) position authentic leadership (AL) and psychological empowerment (PE) as enablers of work engagement (WE); (b) to investigate the processes (i.e., PE) through which AL exerts its effect on WE, and (c) to determine whether contextual factors [i.e., role clarity (RC)] influenced this process. A cross-sectional research design was employed to collect data from 236 employees employed by a coal-mining organization within South Africa. The AL inventory, PE questionnaire, measures of role conflict and ambiguity questionnaire, and UWES-9 was administered to collect data. A moderated-mediation investigation was employed to test the hypotheses. Results supported the value of AL to enhance WE, both directly and indirectly via PE. Results also concluded that AL exerts its influence on WE through PE, regardless of employees' levels of RC. AL literature is limited, not only in the South African context but also in the mining sector. The study not only extends AL literature by investigating its outcomes in a South African mining organization, but it also does so by investigating the boundary conditions under which AL exerts its influence. The boundaries (i.e., moderation) within which leadership-subordinate relationships (i.e. mediation) function are often neglected in favor of simplified investigations of mediation processes only.

show abstract

“…The topic of authentic leadership has become more prominent in recent years in both practical and academic fields (Agote, Aramburu, & Lines, 2015;Coxen et al, 2016;Du Plessis & Boshoff, 2018;Shamir & Eilam-Shamir, 2018;etc.). Previous studies have indicated that authentic leadership may have a positive effect on psychological safety (Eggers, 2011), trust in supervisors (Caldwell & Dixon, 2010;Coxen et al, 2016) and work engagement (Walumbwa, Avolio, Gardner, Wernsing, & Peterson, 2008;Walumbwa, Wang, Wang, Schaubroeck, & Avolio, 2010).…”

Section: Introductionmentioning

confidence: 99%

Authentic leadership and work engagement: The indirect effects of psychological safety and trust in supervisors

Maximo¹,

Stander²,

Coxen³

2019

SA j. ind. psychol.

View full text Add to dashboard Cite

Orientation: The orientation of this study was towards authentic leadership and its influence on psychological safety, trust in supervisors and work engagement.Research purpose: The aim of this study was to investigate the influence of authentic leadership on trust in supervisors, psychological safety and work engagement. Another aim was to determine whether trust in supervisors and psychological safety had an indirect effect on the relationship between authentic leadership and work engagement. An additional objective was to determine if authentic leadership indirectly influenced psychological safety through trust in supervisors.Motivation for the study: Globally, businesses are faced with many challenges which may be resolved if leaders are encouraged to be more authentic and employees more engaged. In this study, investigating the role of trust in supervisors and psychological safety on the relationship between authentic leadership and work engagement is emphasised.Research design, approach and method: This study was quantitative in nature and used a cross-sectional survey design. A sample of 244 employees within the South African mining industry completed the Authentic Leadership Inventory, Utrecht Work Engagement Scale, Workplace Trust Survey and Psychological Safety Questionnaire.Main findings: The results indicated that authentic leadership is a significant predictor of both trust in supervisors and psychological safety. This study further found that authentic leadership had a statistically significant indirect effect on work engagement through trust in supervisors.Practical or managerial implications: The main findings suggest that having more authentic leaders in the mining sector could enhance trust in these leaders. Authentic leadership thus plays an important role in creating a positive work environment. This work environment of authenticity and trust could lead to a more engaged workforce.Contribution or value-add: Limited empirical evidence exists with regard to the relationship between authentic leadership, work engagement, psychological safety and trust in supervisors. This is particularly true in the mining sector. This study aimed to contribute to the limited number of studies conducted.

show abstract

Authentic leadership, followership, and psychological capital as antecedents of work engagement

Cited by 24 publications

References 42 publications

How authentic leadership impacts on job insecurity: The multiple mediating role of psychological empowerment and psychological capital

How authentic leadership impacts on job insecurity: The multiple mediating role of psychological empowerment and psychological capital

The Relationship Between Authentic Leadership, Psychological Empowerment, Role Clarity, and Work Engagement: Evidence From South Africa

Authentic leadership and work engagement: The indirect effects of psychological safety and trust in supervisors

Contact Info

Product

Resources

About