RETRACTED: Psychological processes linking authentic leadership to follower behaviors

Walumbwa, Fred O.; Wang, Peng; Wang, Hui; Schaubroeck, John; Avolio, Bruce J.

doi:10.1016/j.leaqua.2010.07.015

Cited by 388 publications

(474 citation statements)

References 73 publications

(98 reference statements)

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“…Studies have, for example, demonstrated that transformational leadership (Tims, Bakker andXanthopoulou, 2011), charismatic leadership (Babcock-Roberson andStrickland, 2010) and authentic leadership (Walumbwa, Wang, Wang, Schaubroeck and Avolio, 2010) are all directly related to how engaged individuals are with their job. Although no published studies, to our knowledge, have examined leadership as a moderator of the relationship between engagement and employee behaviours, research in other domains has proposed that leadership moderates direct relationships, such as that between fairness perceptions and OCB (Johnson, Truxillo, Erdogan, Bauer and Hammer, 2009) and empowerment and OCB and turnover intentions (Harris, Wheeler and Kacmar, 2009).…”

Section: Leader-member Exchangementioning

confidence: 99%

The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model

Alfes

Shantz

Truss

et al. 2013

The International Journal of Human Resource Management

594

586

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Original citation:Alfes, Kerstin, Shantz, Amanda, Truss, Catherine and Soane, Emma (2013) A Moderated Mediation Model AbstractThis study contributes to our understanding of the mediating and moderating processes through which human resource management practices are linked with behavioural outcomes. We developed and tested a moderated mediation model linking perceived human resource management practices to organisational citizenship behaviour and turnover intentions. Drawing on social exchange theory, our model posits that the effect of perceived human resource management practices on both outcome variables is mediated by levels of employee engagement, while the relationship between employee engagement and both outcome variables is moderated by perceived organisational support and leader-member exchange. Overall, data from 297 employees in a service sector organisation in the UK support this model. This suggests that the enactment of positive behavioural outcomes, as a consequence of engagement, largely depends on the wider organisational climate and employees' relationship with their line manager. Implications for practice and directions for future research are discussed.

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Section: Leader-member Exchangementioning

confidence: 99%

The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model

Alfes

Shantz

Truss

et al. 2013

The International Journal of Human Resource Management

594

586

View full text Add to dashboard Cite

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“…Giallonardo et al, 2010;Walumbwa, Avolio, Gardner, Wernsing, & Peterson, 2008;Walumbwa, Wang, Wang, Schaubroeck, & Avolio, 2010). This is a relationship-focused leadership style that is characterized by self-awareness, honesty and transparency, behavioral integrity, and consistency (Avolio & Gardner, 2005;Wong & Cummings, 2009).…”

Section: Authentic Leadershipmentioning

confidence: 99%

A time-lagged analysis of the effect of authentic leadership on workplace bullying, burnout, and occupational turnover intentions

Laschinger

Fida

2013

European Journal of Work and Organizational Psychology

204

154

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Destructive interpersonal experiences at work result in negative feelings among employees and negative work outcomes. Understanding the mechanisms through which bullying can lead to burnout and subsequent turnover is important for preventing and managing this problem. Leaders play a key role in shaping positive work environments by discouraging negative interpersonal experiences and behaviours. The aim of this study is twofold. Specifically we aim to examine the relationship between authentic leadership and new graduate nurses experiences of workplace bullying and burnout over a 1-year timeframe in Canadian healthcare settings. Furthermore we aim to examine the process from workplace bullying to subsequent burnout dimensions, and to job and career turnover intentions. Results of structural equation models on new graduate nurses working in acute care settings in Ontario (N = 205) provide support for the hypothesized model linking supervisor's authentic leadership, subsequent work-related bullying, and burnout, and these in turn to job and career turnover intentions. Thus, the more leaders were perceived to be authentic the less likely nurses' were to experience subsequent work-related bullying and burnout and to want to leave their job and profession. The results highlight the important role of leadership in preventing negative employee and organizational outcomes. © 2013 Copyright Taylor & Francis

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“…Authentic leadership has recently emerged as an extension of existing leadership theories such as ethical and transformational leadership (Avolio, Gardner, Walumbwa, Luthans and May, 2004;Walumbwa, Wang, Wang, Schaubroeck and Avolio, 2010). It refers to "a pattern of leader behavior that draws upon and promotes both positive psychological capacities and a positive ethical climate, to foster greater self-awareness, an internalized moral perspective, balanced processing of information, and relational transparency on the part of leaders working with followers, fostering positive self-development" (Walumbwa, Avolio, Gardner, Wernsing and Peterson, 2008:94).…”

Section: Introductionmentioning

confidence: 99%

Authentic Leadership and Organizational Job Embeddedness in Higher Education

Erkutlu¹,

Chafra²

2016

HUJE

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RETRACTED: Psychological processes linking authentic leadership to follower behaviors

Cited by 388 publications

References 73 publications

The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model

The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model

A time-lagged analysis of the effect of authentic leadership on workplace bullying, burnout, and occupational turnover intentions

Authentic Leadership and Organizational Job Embeddedness in Higher Education

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