Authentic Leadership, Leader Anger and Follower Job Outcomes: A Comparison of Angry vs. Non-Angry Leaders

Abstract

This study investigates the effects of authentic leadership and leader anger on follower job outcomes of affective organizational commitment, trust in leader, and job satisfaction. In order to test the hypotheses of the study, an experiment and a survey were conducted, respectively. In the experiment, four different fictive leader types were constructed, and respondents were asked to answer questions about these leaders with the assumption that they worked with these fictional leaders. The findings of this study reveal that authentic leaders aroused higher levels of affective organizational commitment, trust in leader, and job satisfaction by their followers as compared to inauthentic leaders. Furthermore, both authentic and inauthentic leaders who displayed anger aroused lower levels of affective organizational commitment and trust in leader by their followers as compared to their counterparts who did not; and only authentic leaders who displayed anger aroused lower levels of job satisfaction as compared to their non-angry counterparts.

Otantik Liderliğin İşgören Sesliliği Üzerindeki Etkisinde Lidere Güvenin Aracı Rolü

“…Second, authentic leaders foster a sense of trust in the leader. Similar findings in the literature support this outcome (Baker, 2020;Zamahani et al, 2011). Third, trust in the leader positively reflects on employee voice.…”

“…Buna göre otantik liderler işgörenler üzerinde güven duygusu yaratmaktadır. Literatürdeki benzer bulgular bu sonucu desteklemektedir (Agote vd., 2016;Baker, 2020;Hassan & Ahmed, 2011;Kılıç & Yavuz, 2021;Özkara, 2017;Qiu vd., 2019;Saygın & Atalay, 2022;Yücel & Kılıç, 2018;Zamahani vd., 2011). Yanı sıra, liderine güvenen işgörenlerin, seslilik davranışı sergileme ihtimalleri artmaktadır (H3).…”

“…Söz konusu liderler bu tür davranışlarıyla güvenin gelişimini teşvik etmektedir (Gardner vd., 2005). Otantik liderler ile otantik olmayan liderler kıyaslandığında, otantik liderlerin işgörenlerin örgüte duygusal açıdan bağlı olmasını, liderine güven duymasını ve işinden memnun olmasını sağladığı görülmektedir (Baker, 2020). Kısaca otantik liderler işgörenlerin lidere güvenmesine katkı sağlamaktadır.…”