Authentic Leadership on the Frontline and Its Effects on Korean Restaurant Employees

Authentic Leadership Questionnaire: Case of its Validation through Structural Equation Modelling; Evidence from Pakistan

“…Although no study has been found that may have instigated authentic leadership in the context of the change, this study endeavors to provide relevance of authentic leadership in change management. Empirical literature suggests that authentic leadership has been found positively related to employees' extra effort surrogate to championing (Jacques et al, 2015;Peus et al, 2012). Williams et al (2012) also felt the need to test authentic leadership in employees' support for change thus, we infer following hypothesis: H1: Authentic leadership is positively related to championing behaviour.…”

“…Empirical literature reveals that authentic leadership is related to different outcomes such as job satisfaction (Laschinger et al, 2016;Onorato & Zhu, 2015;Penger & Černe, 2014), structural empowerment (Read & Laschinger, 2015;Wong & Laschinger, 2013), psychological empowerment (Shapira-Lishchinsky & Tsemach, 2014), personal identification and trust (Fox, Gong, & Attoh, 2015;Wong, Spence Laschinger, & Cummings, 2010), organizational identification (García-Guiu, Molero, & Moriano, 2015), psychological capital (Amunkete & Rothmann, 2015;Woolley, Caza, & Levy, 2010), intention to leave (Laschinger & Fida, 2014), workplace bullying (Warszewska-Makuch, Bedyńska, & Żołnierczyk-Zreda, 2015), organizational justice (García-Guiu et al, 2015), work engagement (Giallonardo, Wong, & Iwasiw, 2010), work climate (Nelson et al, 2014), psychological well-being (Nelson et al, 2014), creativity and innovativeness (Müceldili, Turan, & Erdil, 2013), management support for innovation (Cerne, Jaklic, & Skerlavaj, 2013), cynicism Laschinger & Fida, 2014), voice behaviour (Hsiung, 2012;Wong et al, 2010), commitment (Darvish & Rezaei, 2011;Gatling, Kang, & Kim, 2016;Rego, Lopes, & Nascimento, 2016), behavioural integrity (Leroy, Palanski, & Simons, 2012), Performance (Leroy, Anseel, Gardner, & Sels, 2015;Leroy et al, 2012), extra effort (Jacques, Garger, Lee, & Ko, 2015;Peus, Wesche, Streicher, Braun, & Frey, 2012), inter-professional collaboration (Regan, Laschinger, & Wong, 2016), Self-Effi-cacy (Rego et al, 2016), citizenship behaviour (Cottrill, Denise Lopez, & H...…”

Servant Versus Authentic Leadership

“…As leadership is a decisive factor in promoting the development of employees and organizations, management and leadership scholars have long been devoted to the study of effective leadership (Day & Halpin, 2004; Giampetro-Meyer, Brown, Browne, & Kubasek, 1998). Among various leadership styles, servant and authentic leadership are two promising styles for the hospitality industry (Brownell, 2010; Jacques, Garger, Lee, & Ko, 2015) because both develop harmonious leader–follower relationships by treating followers with authenticity and promoting followers’ self-development (Greenleaf, 1977; Luthans & Avolio, 2003; Sendjaya, Sarros, & Santora, 2008; Van Dierendonck, 2011); this is particularly important in the hospitality industry. Hotel employees face numerous problems including low pay, heavy workload, long and irregular work hours, routine and monotonous jobs, and role stress (Burke, Koyuncu, Fiksenbaum, & Tekin, 2013; Kusluvan, Kusluvan, Ilham, & Buyruk, 2010), and therefore, they are more likely to expect and seek care and support from leaders.…”

“…Numerous traits and attributes of servant (e.g., caring for employees, empowering, and self-sacrifice) and authentic leaders (e.g., integrity, humility, and reliability) have been identified as competencies of hotel managers, and they are widely applied in leadership training and development programs by hotel companies worldwide. Despite the practical significance, few studies focus on the roles of servant and authentic leadership in the hospitality industry (Brownell, 2010; Jacques et al, 2015; Ling et al, 2016; L.-Z. Wu, Tse, Fu, Kwan, & Liu, 2013).…”

Authentic Leadership and its Consequences in a Hotel Restaurant Context

“…Unlike other leadership theory focusing on subordinates' change, authentic leadership pays attention to the positive effect on organizational members based on leader's belief, value, positive competence, so the study on authentic leadership should be needed for the influence of leadership (Sparrowe, 2005). Among various leadership styles, authentic leadership is one of promising styles for the hospitality industry (Brownell, 2010;Jacques, Garger, Lee, & Ko, 2015). Accordingly, employees can carry out their duties faithfully through the leader's authentic leadership.…”