Factorial structure and validity of the short version of the Authentic Leadership Questionnaire in Polish samples

Abstract

The concept of authentic leadership refers to high ethical standards, sincerity and open communication in organizations. The aim of the presented paper was to test factorial structure and validity of the Authentic Leadership Questionnaire (ALQ). Two studies were conducted on two Polish samples: longitudinal Study 1 on a sample of employees of different professions and cross--sectional Study 2 on nurses. Four alternative models were tested with the use of confirmatory factor analysis. The four-factor model based on the short 13-items version of the ALQ was revealed to fit the data best. The four ALQ dimensions: leader self-awareness, relational transparency, internalized moral perspective and balanced processing were confirmed in both samples. Analysis of relationships between authentic leadership, job satisfaction, organizational commitment, turnover intention and burnout in followers confirmed concurrent and predictive validity of the short version of the measure.

Authentic leadership’s effect on customer orientation and turnover intention among Portuguese hospitality employees

“…The present study's results also indicate that subordinates' perceptions of AL have a negative effect on their turnover intention (i.e., H5), which is consistent with other studies' findings (Azanza et al, 2015;Gatling et al, 2016;Laschinger and Fida, 2013;Lee et al, 2019;Oh and Oh, 2017). Clear communication and free exchanges of ideas within organizations are encouraged by managers' authenticity, and these behaviors should prevent employees from wanting to abandon their workplace (Wałachowska and Laguna, 2018). Therefore, AL can offer an effective way to retain staff members through the development of trust and authentic relationships.…”

“…Previous research on leadership-related variables has confirmed supervisor support's influence on employees' turnover intention or intent to stay (Nedd, 2006;Strachota et al, 2003;Tourangeau and Cranley, 2006). According to Wałachowska and Laguna (2018), clear communication and free exchanges of ideas within organizations encouraged by managers' authenticity should keep employees from wanting to abandon their workplace.…”

Authentic Leadership and Employees’ Innovative Behaviour: A Multilevel Investigation in Three Countries

“…The questionnaire is comprised of four subscales assessing leader self-awareness, relational transparency, internalized moral perspective, and balanced processing. In the process of the national adaptations of the measure [71,72], three items were deleted from the original version of the scale (items 4, 5, and 7). Responses were given on a five-point scale from 0— not at all to 4— frequently, if not always .…”

Otantik Liderlik ve İşten Ayrılma Niyeti İlişkisi: Algılanan Örgütsel Desteğin Aracılık Etkisi

“…İşten ayrılma niyeti, teorik ve ampirik olarak yapılmış bazı çalışmalarda, işten ayrılma davranışının güvenilir bir belirleyicisi olarak kurgulanmıştır (Mobley, 1982;Steel ve Ovalle, 1984;Griffeth, Hom ve Gaertner, 2000;Gim ve Ramayah, 2019). Liderlikle ilgili değişkenlerin dâhil edildiği bazı çalışmalar da ise yönetici desteğinin çalışanların işten ayrılma veya kalma niyetleri üzerinde etkili olduğu bulunmuştur (Strachota Normandin, O'Brien, Clary, ve Krukow, 2003;Nedd, 2006;Tourangeau ve Cranley, 2006;Donsbach ve Shanock, 2008;Wałachowska ve Laguna, 2018;Abuelhassan ve Alharbi, 2020). Çalışanın işten ayrılma niyeti, yöneticisi ile olan ilişkilerinden doğrudan etkilendiğinden otantik liderliğin, çalışma grubundaki güven ve otantik ilişkilerin geliştirilmesi yoluyla kilit çalışanları elde tutmada etkili bir yöntem olarak kullanılabileceği görülmektedir (Azanza ve arkadaşları, 2015, s. 2).…”

“…Bazı çalışmalar ayrıca liderin destekleyici davranışının çalışanların liderine olan bağlılığını ve sadakatini artırdığını (Chen, 2001), işten ayrılma niyetini azalttığını (Kalliath ve Beck, 2001;Allen ve arkadaşları, 2003;Laschinger ve arkadaşları 2012;Wałachowska ve Laguna, 2018; Abuelhassan ve Alharbi, 2020) ve örgütte kalma niyetini artırdığını (Chen, 2001) göstermektedir. Çalışmalar aynı zamanda otantik liderlik yoluyla, örgüt içinde etik bir atmosfer oluşturulacağını ve ayrıca çalışanların dürüst davranışlar sergileyebileceğini (Walumbwa ve arkadaşları, 2008) ve takipçilerin liderlerine güvenmelerin de sağlayacağını (Bird, Wang, Watson ve Murray, 2009, s. 156;Eisenbeiss, 2012, s. 799) göstermektedir.…”