Knowing me, knowing us: Personal and collective self-awareness enhances authentic leadership and leader endorsement

Steffens, Niklas K.; Wolyniec, Nathan; Okimoto, Tyler G.; Mols, Frank; Haslam, S. Alexander; Kay, Adam

doi:10.1016/j.leaqua.2021.101498

Cited by 44 publications

(32 citation statements)

References 65 publications

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“…The components of authentic leadership include self-awareness, morality, transparency, and balanced processing. These components of authentic leadership can help develop psychological capital and positive emotions among organization members [146][147][148][149][150][151][152]. The components of authentic leadership are described in detail as follows.…”

Section: Authentic Leadershipmentioning

confidence: 99%

Effect of Chief Executive Officer’s Sustainable Leadership Styles on Organization Members’ Psychological Well-Being and Organizational Citizenship Behavior

Choi

2021

Sustainability

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Situational leadership theory and the contingency approach of leadership were utilized and applied based on situational theory. Based on a total of four foundational theories, that is, bottom-up spillover theory, theories of prosocial behavior, and so on, this study empirically analyzed what influence a chief executive officer’s (CEO’s) sustainable leadership styles (servant, ethical, and authentic leadership) have on the psychological well-being and organizational citizenship behaviors of organization members. The study was conducted on adult employees of midsized or larger companies (including subsidiaries) across four countries: South Korea, the United Kingdom, the United States, and South Africa. Data were obtained from 649 adult employees. SmartPLS was used to conduct structural equation modeling analysis of the data. The results were as follows: (1) CEOs’ servant and authentic leadership styles had statistically significant positive (+) effects on employees’ psychological well-being; however, ethical leadership did not. (2) CEOs’ ethical leadership had a statistically significant (+) effect on employees’ organizational citizenship behavior; however, servant and authentic leadership did not. (3) Employees’ psychological well-being had a statistically significant (+) effect on organizational citizenship behavior. CEOs are attracting more attention than ever, leading companies in today’s rapidly changing times. This suggests that it is necessary to comprehend principles that show when, where, and how important leaders are and sustainable leadership styles that can increase their chances of success. Moreover, this study derived constructive implications that a leader can overcome today’s challenges through sustainable leadership styles.

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Section: Authentic Leadershipmentioning

confidence: 99%

Effect of Chief Executive Officer’s Sustainable Leadership Styles on Organization Members’ Psychological Well-Being and Organizational Citizenship Behavior

Choi

2021

Sustainability

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“…The ethical approach and leader's honesty mainly was investigated based on decision-making speed (Van de Calseyde et al, 2020). The value of a leader's authenticity and high self-concept consistency is underlined (Steffens et al, 2021;Zheng et al, 2020). Researchers describe the role of rationalism among leaders based on the environment of politics (He and Feng, 2015), religiosity (Pascoe et al, 2019), or higher education institutions (Charteris et al, 2016).…”

Section: Literature Reviewmentioning

confidence: 99%

Post-communist Burden Influence on the Perception of Crea-tive Identities: Consequences for Managers and Leaders

Szostak¹

2021

ERSJ

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Purpose: Communism, being one of the most repressive systems, influences the whole spectrum of behaviors of individuals, groups, and society. Countries that changed their political system start a journey of external (economic, social) and internal (personal, interpersonal, group) changes. The post-communist burden determines human behavior, and managers and leaders should pay attention to these consequences. The research deals with the perception of creative identities (a creator, artist, manager, entrepreneur, and leader) by the society of postcommunist countries compared to countries without communist history. Design/methodology/approach: Quantitive research (n = 160) among people from a dozen nations; chi-square test of independence used; qualitative analysis of feature differences. Findings: There are no statistical differences in the perception of the creative identities of a creator, artist, manager, entrepreneur, and leader between citizens of post-communist and non-communist countries. Practical implications:The study in perception of the particular creative identities might have practical implications for managers and leaders of groups, and business organizations dominated or not by creative individuals. These differences are shown in detail, and links between this research results and the literature are built. Originality value: The originality of the research lies in the conclusion that societies that finished their intercourse with communism more than one generation ago (ca. 30 years) should be perceived similarly to non-communist societies. Perception of the creative individuals' social capital by these societies does not show essential discrepancies.

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“…Studies emphasize the value of authenticity and high self-concept consistency in a leader's identity (Steffens et al, 2021;Zheng et al, 2020) and describe the role of rationalism among leaders based on the environment of politics (He & Feng, 2015;Rueda, 2020), religiosity (Pascoe et al, 2019), or higher education institutions (Charteris et al, 2016). The research confirms that a leader's inner sense of control is rather important for entrepreneurial individuals (4.42) and nonentrepreneurial individuals (4.18) -a difference of 4.65%.…”

Section: Leader's Identitymentioning

confidence: 99%

Does entrepreneurial factor influence creative identities' perception?

Szostak¹

2021

JESI

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The interdisciplinary research on the perception of entrepreneurs, managers, leaders, creators, and artists by individuals with and without entrepreneurial identity brings significant conclusions for understanding the way of thinking of entrepreneurs, their internal features, and motivations of their decisions. For this purpose, an international quantitative examination (n = 160) was undertaken. The research displayed that individuals with and without entrepreneurial identity perceive entrepreneurs, managers, leaders, creators, and artists statistically similar (the hypotheses were confirmed using the chi-square test of independence devoted to small samples without a normal distribution at p < 0.001). The negative verification of the hypotheses was astonishment and should be perceived as a novelty in the investigated area. The novelty can be perceived as an entrepreneurial potential existing in each individual (similar perception of the creative identities) that requires a specific spark and a fuel. The supplementary qualitative analysis of the variances among the 50 features constituting the investigated identities revealed that individuals with and without entrepreneurial identity see particular features of the investigated identities somewhat differently. Analysis of these differences was made, and the most important, the least important, and the most equally perceived were described and illustrated in detail. The results were discussed with the literature on the subject, confirming most other researchers' theses and revealing some contradictions. The conclusions reveal characteristics of an entrepreneur's identity perception by individuals with and without entrepreneurial factors and the meaning of all investigated identities in an entrepreneur's identity. The research outcomes may be used to understand the qualities of entrepreneurial identity and the perception of investigated identities by individuals, groups (with particular underlining of business organizations), and societies dominated by persons with and without entrepreneurial factors. The applicability of the findings is broad, mainly due to the crucial role of entrepreneurship in today's world as potential in each individual. Particular triggers should be catalyzed instead of looking for entrepreneurial individuals. The education process of entrepreneurs should focus on revealing entrepreneurial potential underlining the role of inspiration, and discovering the motifs of entrepreneurial activity.

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Knowing me, knowing us: Personal and collective self-awareness enhances authentic leadership and leader endorsement

Cited by 44 publications

References 65 publications

Effect of Chief Executive Officer’s Sustainable Leadership Styles on Organization Members’ Psychological Well-Being and Organizational Citizenship Behavior

Effect of Chief Executive Officer’s Sustainable Leadership Styles on Organization Members’ Psychological Well-Being and Organizational Citizenship Behavior

Post-communist Burden Influence on the Perception of Crea-tive Identities: Consequences for Managers and Leaders

Does entrepreneurial factor influence creative identities' perception?

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