Does authentic leadership promote higher job satisfaction in public versus private organizations? Exploring the role of vigor and engagement

Cortés-Denia, Daniel; Luque-Reca, Octavio; López-Zafra, Esther; Pulido-Martos, Manuel

doi:10.1016/j.heliyon.2023.e12906

Cited by 9 publications

(4 citation statements)

References 73 publications

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“…Thirdly, flexibility and authenticity show that leaders are encouraging employees into a cooperative and supportive environment (Azanza et al, 2013). Of course, that happiness at work is triggered by the involvement and energy of the team, connected with authenticity (Cort´es-Denia et al, 2023). Also, corporate culture factors that promote employee pleasure and happiness had a positive influence on leadership and individual effectiveness.…”

Section: Discussionmentioning

confidence: 99%

Study on the Impact of Organizational Culture, Knowledge Management and Digitalization on Sustainable Leadership

Zavatin,

Ene Constantin,

Bujor

et al. 2023

Proceedings of the International Conference on Business Excellence

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Digital transformation must be a part of sustainable leadership since it continues to be at the forefront of sustainability. Organizational culture, which is unique in that it unites the efforts of all members and is based on human, emotional, and cultural values, is purposefully upheld by management of the business in order to achieve the organization's goals. The ability to produce, transfer, and utilize knowledge resources is essential to an organization's existence and success. Knowledge is an immeasurable asset and knowledge management techniques can promote innovative processes and achieve long-term company success by generating fresh ideas. Thus, knowledge management will accelerate the business's ability to maintain performance, particularly if it is carried out through digitalization and in a favorable organizational setting. This paper's premise is the recognition of significant works that investigate how organizational culture, knowledge management, and digitalization influence sustainable leadership. A future leader oriented towards sustainability should concentrate on three key areas: digitalization, knowledge management, and organizational culture, according to an assessment of a series of articles on leadership and sustainable development. Because of this, the research team decided to divide the results and discussions section into three chapters, each of which will focus on a different aspect of the future leader's focus, such as organizational culture or people, knowledge management and innovation, as well as digitalization and its effects. We hope that this work will be helpful to anyone who are interested in the subject and that it will serve as a starting point for further research.

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Section: Discussionmentioning

confidence: 99%

Study on the Impact of Organizational Culture, Knowledge Management and Digitalization on Sustainable Leadership

Zavatin,

Ene Constantin,

Bujor

et al. 2023

Proceedings of the International Conference on Business Excellence

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“…Thus, two key indicators emerge: responsible leadership behaviors and motivation. Other studies [32,33] emphasize the significance of personal leadership qualities in fostering a positive and motivational environment for employees.…”

Section: Determination Of Evaluation Indicatorsmentioning

confidence: 99%

Performance Assessment of Sustainable Leadership of Enterprise’s Circular Economy-Driven Innovative Activities

Bashynska,

Malynovska,

Kolinko

et al. 2024

Sustainability

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There is a need to explore and comprehend the performance of sustainable leadership in enterprises’ circular economy-driven innovative activities. Firstly, there is a pressing necessity for businesses to remain agile and responsive to change, utilizing innovation not just as a buzzword but as a strategic tool for adaptation and growth. Secondly, the ethical dimension demands that innovation be pursued responsibly, considering its effects on communities, environments, and future generations. Lastly, the economic imperative underscores that sustainable innovation management can lead to efficiencies, cost savings, and new avenues for revenue generation. An improved comprehensive approach to evaluating the effectiveness of managing enterprises’ innovative activities is proposed. This approach is based on the evaluation of 14 partial indicators, each reflecting a specific vector orientation. This assessment allows for the combination of indicators that essentially reflect the personal characteristics of the manager and the combination of formative and resultant factors of the management’s influence on the state and results of innovative activity (the above-proposed factor approach). Consequently, it provides an opportunity to obtain a multifaceted, comprehensive, and most complete assessment of the sustainable management of innovative activity based on valid vector orientation within the scope of the subject and the object of research. Based on the proposed improved assessment, indicators of the effectiveness of managing innovative activities were calculated for the seven researched innovatively active industrial enterprises. Thus, the following were calculated: (1) the personal component (Pp) of the evaluation of the effectiveness of leadership in innovative activities using the expert assessment toolkit, (2) the managerial component (Plm), and (3) the innovatively sustainable component (Pis) of the evaluation of the effectiveness of sustainable management of innovative activities based on the internal reporting of the enterprise. This balances the partial subjectivity of the expert method with real data from specific enterprises. Consequently, based on the values of the three assessment components, a comprehensive integral indicator of the effectiveness of managing the innovative activity of the enterprise (Pef) was calculated. The proposed methodology’s validation proved its effectiveness and efficiency. The authors forecast the degree of influence of external and internal factors, taking into account the results of a comprehensive, integrated assessment of the effectiveness of sustainable management (Pef) on the economic development and indicators of the enterprise’s circular economy-driven innovative activities. This enables a significant strengthening of the resultant factors of managing innovative activities and predicting specific final results of all innovative activities.

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“…Finding the right framework to foster and maintain an engaged workforce is now an imperative for organizations to ensure sustainable work and performance outcomes. Employee engagement [EE] is a positive mental state that is marked by vigor (i.e., displaying high levels of energy, effort, and resilience at work), dedication (i.e., showing a sense of enthusiasm, pride, and challenge towards work), and absorption (i.e., demonstrating rapt focus and concentration in the performance of one's work) (Cortes-Denia, Luque-Reca, Lopez-Zafra, & Pulido-Martos, 2023). This attitudinal construct potently predicts desirable outcomes critical for long-term organizational success.…”

Section: Introductionmentioning

confidence: 99%

Work Condition Factors and Employee Engagement: The Mediating Role of Psychological Capital

Heman,

Olabode,

Amram

2024

jmk

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Work conditions influenced employee engagement, but its influence was still unclear owing to its multifaceted nature and variations across professions and industries in highly dynamic environments. In addition, studies on the psychological mechanisms explaining this relationship were limited. The study examined specific work condition factors comprising leader-member exchange and role clarity as influences on employee engagement, given psychological capital as a mediating variable. Data were obtained from 231 customer-contact employees working in hotels in two major cities, Asaba and Warri, in Delta State, Nigeria, and analyzed using the partial least squares analytical procedure. The study found that leader-member exchange and role clarity relationships with employee engagement were positive and significant, and psychological capital mediated these relationships. Also, role clarity and psychological capital sequentially mediated the relationship between leader-member exchange and employee engagement. The study contributed an integrated research framework that uncovered the sequential effect of leader-member exchange on employee engagement and the simple and sequential mediation of psychological capital in this framework. The practical implications of the findings were discussed for improving employee engagement.

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Does authentic leadership promote higher job satisfaction in public versus private organizations? Exploring the role of vigor and engagement

Cited by 9 publications

References 73 publications

Study on the Impact of Organizational Culture, Knowledge Management and Digitalization on Sustainable Leadership

Study on the Impact of Organizational Culture, Knowledge Management and Digitalization on Sustainable Leadership

Performance Assessment of Sustainable Leadership of Enterprise’s Circular Economy-Driven Innovative Activities

Work Condition Factors and Employee Engagement: The Mediating Role of Psychological Capital

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