Authenticity or Self-Enhancement? Effects of Self-Presentation and Authentic Leadership on Trust and Performance

Kim, Tae‐Yeol; David, Esther; Chen, Tingting; Liang, Yongyi

doi:10.1177/01492063211063807

Cited by 42 publications

(20 citation statements)

References 85 publications

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“…Example items include “My quantity of work is higher than average” and “My efficiency is much higher than average.” It was rated on a 5-point Likert-type scale, ranging from 1 ( strongly disagree ) to 5 ( strongly agree ). The reliability and validity of this scale were confirmed by previous studies in both Chinese and Western culture (Kim et al, 2022b; Yu et al, 2021). Moreover, engaging unethical behaviors towards leaders or counterproductive work behaviors were negatively associated with task performance (Dalal et al, 2009; Mackey et al, 2021).…”

Section: Methodssupporting

confidence: 79%

The Insubordination Scale Among Full-Time Chinese Employees: A Cross-Cultural Validation Study

Xie

Meng

2022

Journal of Career Assessment

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The present study aimed to translate the insubordination scale into the Chinese version (ISBD-C) and to test its reliability and validity among 994 full-time Chinese employees. In Study 1 ( N = 551), the insubordination scale was translated, and exploratory factor analysis (EFA) was conducted, which revealed a single factor structure of insubordination. In Study 2 ( N = 443), the scale’s convergent validity and discriminant validity were supported by confirmatory factor analyses (CFA). Further, measurement invariance was tested and indicated that the ISBD-C was equivalent across gender, age, education level and job position. Finally, the scale’s concurrent validity was demonstrated by positive correlations with general counterproductive workplace behavior and procrastination, and negative correlations with workplace well-being, work engagement, and affective commitment. These findings provide strong evidence that ISBD-C is a useful measure in the Chinese context.

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Section: Methodssupporting

confidence: 79%

The Insubordination Scale Among Full-Time Chinese Employees: A Cross-Cultural Validation Study

Xie

Meng

2022

Journal of Career Assessment

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“…Their results indicated that AL exhibited by leaders can evoke OT from followers. Other researchers came to similar conclusions: Swain, Cao, and Gardner (2018); Khalil and Siddiqui (2019); and Kim, David, Chen, and Liang (2022). From the above literature review, it was hypothesized that: H2: AL is positively related to OT.…”

Section: Authentic Leadership and Organizational Trustmentioning

confidence: 59%

Influence of Authentic Leadership on Organizational Trust: The Mediatory Role of Organizational Commitment

Aruoren

Tarurhor

2023

Int. j. manag. entrep. res

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Prior studies indicate that a leaders’ authenticity has a positive effect on organizational trust (OT). However, the place of organizational commitment (OC) in this relationship has not been well established. This study assesses the role played by OC as a mediator on the nexus between authentic leadership (AL) and OT. Participants were drawn from Local Government Council employees in three states in Southern Nigeria. A structured questionnaire was administered to three hundred and twenty-eight respondents selected using a purposive sampling technique. Structural equation modeling results indicate that OT was positive and significantly related to AL and OC respectively. Also, AL was positive and significantly related to OC. Furthermore, OC partially mediates the relationship linking AL and OT. The study recommends that organizational leadership should develop a high level of trust and commitment among organizational members, as this has serious implications for growth and productivity in today’s organizations. In terms of building theories, the study suggests that mediators like OC be added to new theories. Keywords: Organization, Relationship, Growth, Exploratory Factor Analysis, Path Diagram, Structural Equation Model.

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“…Shinde's (2018) study results revealed a significant correlation between authentic leadership of the leaders and subordinates' well-being in the Petroleum industry. Similarly, Kim et al (2022) in their study affirm that authentic self-enhancement had a positive indirect effect on job performance, whereas exaggerated self-enhancement had a negative indirect effect. In the same vein, Sainz et al (2021) found that higher authentic leadership predicted lower organizational dehumanization and stress at work.…”

Section: Authentic Leadership and Physical Asset Management Practicesmentioning

confidence: 59%

The Moderating Effects of Institutional Framing on Authentic Leadership-Physical Asset Management Practices Relationships in Local Governments in Uganda

Obicci

2022

IJSSER

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Purpose of the study: Resource scarcity forces governments to face institutional problems amidst a toxic leadership environment, making the management of physical assets progressively more challenging. This study examines the moderating effect of institutional framing on the relationship between authentic leadership and physical asset management (PAM) practices in Local Governments in Uganda. Methodology: It is a cross-sectional study that uses a questionnaire to collect data from 261 employees of four selected LGs in Acoliland in mid-north Uganda. With the help of the statistic program for social scientists (SPSS) and Hayes’ (2018) analysis, the research established the moderating effect of institutional framing on the authentic leadership-PAM practices relationship. Main Findings: Results indicate a positive and significant result between authentic leadership and institutional framing, as well as between institutional framing and PAM practices. It also shows that institutional framing fully mediates the relationship between authentic leadership and PAM practices. Research limitations/implications: Given the current study is quantitative in nature, it stifles causal inferences from being drawn with regard to the results which are revealed in connection to the relationship between the studied variables. Also, the authenticity of the leaders to promote positive institutional framing may be considered as a guide in solving PAM practices problem issues. Novelty/Originality of this study: The study is the first of its kind to examine the moderating role of institutional framing on the relationship between authentic leadership and PAM in a local government setting in a developing country.

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Authenticity or Self-Enhancement? Effects of Self-Presentation and Authentic Leadership on Trust and Performance

Cited by 42 publications

References 85 publications

The Insubordination Scale Among Full-Time Chinese Employees: A Cross-Cultural Validation Study

The Insubordination Scale Among Full-Time Chinese Employees: A Cross-Cultural Validation Study

Influence of Authentic Leadership on Organizational Trust: The Mediatory Role of Organizational Commitment

The Moderating Effects of Institutional Framing on Authentic Leadership-Physical Asset Management Practices Relationships in Local Governments in Uganda

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