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

Abstract

Authentic leadership is an emerging construct which has attracted scholars and practitioners alike due to the felt need of ethical climate in organizations among rising corporate scandals. Though considerable attempts have been made to further refine the construct by undertaking validation studies in different cultures, no study has reported validation of authentic leadership questionnaire in the Pakistani context. This study offers new contributions towards the validation of the authentic leadership questionnaire from Pakistani context and reports the results of confirmatory factor analysis, reliability, and construct validity by analyzing responses from three independent nationally representative samples (n=580). Such need has been felt by many authors to provide the evidence of validity in other cultures like Asia. Using structural equation modeling through AMOS, this study concludes that the authentic leadership questionnaire is a valid and reliable construct in the Pakistani culture too. The model fit indices indicate that the second order model of authentic leadership is more robust and preferable than the first order model and the composite factor. Positive impact of authentic leadership on championing and partial mediation of management support and affective commitment to change between authentic leadership and championing indicate predictive validity of authentic leadership questionnaire. Implications, limitations, and future recommendations are discussed.

The Effect of Organizational Culture and Authentic Leadership on Affective Commitment through Job Satisfaction

“…Employees who have strong Affective Commitment will continue to work in the organization because they want to contribute to achieving positive things as organizational goals. The results of this research are not in line with the results of research conducted by Handayani and Heri (2022) and Bakari and Hunjra (2017) which show that Authentic Leadership has a positive and significant influence on Affective Commitment. Meanwhile, according to Batra and Rastogi (2023) also stated the same thing in their research, namely that Authentic Leadership has a positive and significant influence on Affective Commitment, according to Hidayati et al (2022) explained that when employees feel real leadership from the leader, emotional bonds they will become stronger.…”

“…There are several studies related to Organizational Culture, Authentic Leadership, Job Satisfaction and Affective Commitment. The results of research conducted by Bakari and Hunjra (2017) show that Authentic Leadership has an influence on Affective Commitment. This research is different from the research of Pradipto and Chairiyati (2021), the results of several studies show that Authentic Leadership has a significant effect on Affective Commitment.…”

“…Authentic leadership is viewed from a clear moral perspective, visions for future goals and really prioritizes the interests of employees to become leaders (Pradipto & Chairiyati, 2021). According to Bakari & Hunjra (2017), this condition is caused by authentic leadership which can increase employees' self-confidence and selfefficacy. According to Alkadash (2020), the indicators of authentic leadership are self-awareness, values, emotions and goals.…”

Effect of Educational Program about Authentic Leadership for Head Nurses on Staff Nurses' Resilience and Innovation Behavior

“…The questions were constructed in either form of true & false or multiple choices. The tool was produced by the researchers after reviewing of related works of literature (Levesque-Côté, Fernet, Austin & Morin, 2018 ;Bakari & Hunjra, 2017). The tool contained (50) questions grouped under five headings as follow: concept of authentic leadership, four components of authentic leadership, characteristics of authentic leaders, the theory of authentic leadership and authentic leadership strategies.…”

The Effect of Ethical Leadership on Organizational Learning: Evidence from a Petroleum Company

“…Ethical leaders demonstrate integrity and concern and care for others in their personal and professional lives (Brown & Treviño, 2006;Brown et al, 2005). However, the ethical leadership concept has been criticized because of the substantial overlap it shares with other related leadership styles such as authentic and transformational leadership (Avolio & Gardner, 2005;Bakari & Hunjra, 2017;Walumbwa, Avolio, Gardner, Wernsing & Peterson, 2008). Indeed, ethical leadership attributes such as fairness, trustworthiness, honesty, integrity and concern for others are also included in the ethical component in authentic leadership and transformational leadership (Avolio & Gardner, 2005;Burns, 1978).…”