Connectionism in action: Exploring the links between leader prototypes, leader gender, and perceptions of authentic leadership

Braun, Susanne; Peus, Claudia; Frey, Dieter

doi:10.1016/j.obhdp.2018.10.003

Cited by 41 publications

(31 citation statements)

References 106 publications

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“…Authentic leadership has been less explored in the hospitality and tourism literature in comparison with manufacturing sector contexts (Braun et al , 2018). Research has revolved around the direct or indirect impacts of authentic leadership on attitudinal or behavioral outcomes of employees in this service sector including psychological capital (Schuckert et al , 2018), employee burnout, supervisor trust, organizational trust (Jeong et al , 2017), goal commitment (Kwon and Kim, 2016), organizational commitment (Ling et al , 2017), workplace incivility (Kılıc et al , 2017), work engagement, job performance (Ling et al , 2017), service-oriented organizational citizenship behaviors (Kwon and Kim, 2016), and service innovative behavior (Schuckert et al , 2018).…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

Socially responsible human resource practices and hospitality employee outcomes

Luu

2021

IJCHM

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Purpose This paper aims to unfold the mediation mechanism of job crafting, through which socially responsible human resource practices (SRHR practices) influence work meaningfulness and job strain among hospitality employees. It also seeks to unravel the moderating effect of authentic leadership on this indirect relationship. Design/methodology/approach Three survey waves were conducted to collect data from 825 employees and 128 managers from 34 four- or five-star hotels in two major cities in Vietnam. The data were analyzed through structural equation modeling to test the hypothesized relationships. Findings The results lent credence to the positive relationship between SRHR practices and employees’ meaningfulness of work as well as the negative nexus between SRHR practices and employees’ job strain. These relationships were mediated by employee engagement in job crafting. The results further revealed that authentic leadership functioned as a negative moderator for the impact of SRHR practices on job crafting as well as the indirect effects of SRHR practices on the two employee outcomes via job crafting. Practical implications The findings suggest to hospitality organizations that employees may find their work more meaningful and less stressful if they implement SRHR practices to enable them to craft their tasks. Hospitality organizations should also realize the role of authentic behavior among managers in stimulating employee job crafting behavior particularly when SRHR practices are not fully in place. Originality/value This study advances the understanding of the mechanisms that translate SRHR practices into hospitality employee outcomes. This work also extends the contingency perspective in the HRM literature by unraveling authentic leadership as a contingency for the impacts of SRHR practices.

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Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

Socially responsible human resource practices and hospitality employee outcomes

Luu

2021

IJCHM

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“…We used this established scale as the theoretical rationale it is based on, in other words, viewing authentic leadership as a second-order construct comprising the components of self-awareness, relational transparency, internalized moral perspective, and balanced processing, was in line with our theorizing. Moreover, the scale items underwent extensive validation (Neider & Schriesheim, 2011) and the instrument was used in many previous studies on authentic leadership (e.g., Braun, Peus, & Frey, 2018; Steffens, Mols, Haslam, & Okimoto, 2016; Weiss et al, 2018). We asked innovators to what extent they perceived their leaders to fulfill these criteria of authenticity.…”

Section: Methodsmentioning

confidence: 99%

Leading Through Innovation Project Setbacks: How Authentic Leaders Keep Their Innovators Resilient

Todt

Weiß

Hoegl

2019

Project Management Journal

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The failure rate of innovation projects is substantial. Even innovation projects that fare well are sometimes terminated before completion. However, given the importance of innovator passion and commitment to innovative endeavors for successful innovation, such terminations pose the clear and present danger of negatively affecting subsequent innovation projects. Therefore, it is a key leadership task in the innovation arena to maintain innovator passion for their endeavors despite such setbacks. Our research indicates that authentic leadership is likely to bolster innovator resilience potential in order to minimize the human cost of innovation project terminations.

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“…Indeed, our results show relational authenticity confers women the similarities needed in other dimensions different from gender to help them becoming recategorized as in-group in leadership and so increase their probabilities to break the glass ceiling in their organizations. This is possible in part because, as Braun et al [10] argue, the contemporary understanding of what it means to be a good leader appears to lean toward communal attributes, which are associated with female leaders, and authentic leadership represents a communal leadership style.…”

Section: Practical Implicationsmentioning

confidence: 99%

Awakenings: An Authentic Leadership Development Program to Break the Glass Ceiling

et al. 2021

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Companies are vital agents in achieving the United Nations’ Sustainable Development Goals. One key role that businesses can play in achieving the 5th Sustainable Development Goal on gender equality is implementing training programs for their women executives so they can reach top corporate leadership positions. In this paper, we test the effectiveness of an Authentic Leadership Development (ALD) program for women executives. By interviewing 32 participants from this ALD program and building on authentic leadership theory, we find that this program lifts women participants’ self-efficacy perception, as well as their self-resolution to take control of their careers. The driver for both results is a reflective thinking process elicited during the program that leads women to abandon the stereotype of a low status role and lack of self-direction over time. Through the relational authenticity developed during the program, women participants develop leadership styles that are more congenial with their gender group, yet highly accepted by the in-group leader members, which enhances their social capital. After the program, the women participants flourished as authentic leaders, were able to activate and foster their self-esteem and social capital, and enhanced their agency in career advancement, increasing their likelihood of breaking the glass ceiling.

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Connectionism in action: Exploring the links between leader prototypes, leader gender, and perceptions of authentic leadership

Cited by 41 publications

References 106 publications

Socially responsible human resource practices and hospitality employee outcomes

Socially responsible human resource practices and hospitality employee outcomes

Leading Through Innovation Project Setbacks: How Authentic Leaders Keep Their Innovators Resilient

Awakenings: An Authentic Leadership Development Program to Break the Glass Ceiling

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