The effects of authentic leadership on followers' ethical decision-making in the face of temptation: An experimental study

Cianci, Anna M.; Hannah, Sean T.; Roberts, Ross P.; Tsakumis, George T.

doi:10.1016/j.leaqua.2013.12.001

Cited by 82 publications

(93 citation statements)

References 59 publications

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“…Confirming the results of Cianci et al (2014), our analyses revealed a significant main effect of the experimental condition on authentic leadership ratings,…”

Section: Manipulation Checksupporting

confidence: 83%

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Crossover of Work–Life Balance Perceptions: Does Authentic Leadership Matter?

2016

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The full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. AbstractThis research contributes to an improved understanding of authentic leadership at the work-life interface. We build on conservation of resources theory to develop a leader-follower crossover model of the impact of authentic leadership on followers' job satisfaction through leaders' and followers' work-life balance. The model integrates authentic leadership and crossover literatures to suggest that followers perceive authentic leaders to better balance their professional and private lives, which in turn enables followers to achieve a positive work-life balance, and ultimately makes them more satisfied in their jobs. Data from working adults collected in a correlational field study (N = 121) and an experimental study (N = 154) generally supported indirect effects linking authentic leadership to job satisfaction through work-life balance perceptions. However, both studies highlighted the relevance of followers' own work-life balance as a mediator more so than the sequence of leaders' and followers' work-life balance.We discuss theoretical implications of these findings from a conservation of resources perspective, and emphasize how authentic leadership represents an organizational resource at the work-life interface. We also suggest practical implications of developing authentic leadership in organizations to promote employees' well-being as well as avenues for future research.

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“…Confirming the results of Cianci et al (2014), our analyses revealed a significant main effect of the experimental condition on authentic leadership ratings,…”

Section: Manipulation Checksupporting

confidence: 83%

“…Manipulations were adapted from a validated manipulation of authentic leadership (Cianci et al, 2014), which was translated into German for the purpose of this research following a standard procedure of independent translation and back-translation (Brislin, 1970).…”

Section: Design and Manipulationsmentioning

confidence: 99%

Crossover of Work–Life Balance Perceptions: Does Authentic Leadership Matter?

2016

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“…Scholars have maintained that various individual traits such as transparency, integrity and self-discipline are integral to authentic leadership (Ilies, Morgeson, & Nahrgang, 2005;Avolio, Gardner, Walumbwa, Luthans & May, 2004). Numerous studies focusing on authentic leadership have indicated that it is a major determinant of several positive organizational outcomes; for instance, employee creativity (Cerne, Jaklic & Škerlavaj, 2013), 'psychological capital' of followers (Clapp-smith, Vogelgesang, & Avey, 2009), employee satisfaction (Walumwa et al, 2008), follower ethical decision-making (Cianci, Hannah, Roberts & Tsakumis, 2014), organizational citizenship behaviour (Walumwa et al, 2008) and employee well-being (Rahimnia & Sharifirad, 2015;Nelson et al, 2014).…”

Section: Background and Objectivesmentioning

confidence: 99%

Authentic Leadership and Employees’ Work-related Quality of Life: A Study of IT Organizations in India

Yadav¹,

Dixit²

2017

IJBM

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This article intends to explore the impact of authentic leadership on employees' work-related quality of life. Previous studies have demonstrated that well-being of employees is an important aspect that needs to be focused upon by the organizations. It has also been documented that employee well-being at workplace is one of the positive outcomes associated with authentic leadership. However, there is a need for further empirical investigation to corroborate these findings. Therefore, an attempt has been made to assess the relationship between authentic leadership and employees' work-related quality of life (WRQoL) which comprises of six dimensions encompassing well-being of employees not just in professional realm but also in personal life. This study has been conducted on team leaders and their team members in several IT organizations located in Delhi-NCR. The total sample for this study includes 45 team leaders and 122 team members. Multi-level analysis of data has been done using Hierarchical Linear Modeling (HLM). Findings indicate that authentic leadership has a significant positive influence on all the dimensions of WRQoL of the employees. Implications of this study have also been discussed.

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“…Internalized moral perspective includes internalized and integrated self-regulation that makes it possible to act according to one's own moral values independent of outer pressure and situational factors. An authentic leader has a sense of right and wrong (Gardner et al, 2011;Gill & Caza, 2015;Lewis, 2010;Northouse, 2013), creating a moral compass that the followers can follow as well (Cianci, Hannah, Roberts, & Tsakumis, 2014). Authentic leaders genuinely aspire to understand their leadership in order to serve others efficiently (cf.…”

Section: Authentic Leadershipmentioning

confidence: 99%

“…For example, the question whether authentic leadership covers a moral component has been discussed (e.g., Shamir & Eilam, 2005). On the other hand, moral perspective includes behaviors such as expressing honesty and integrity and displaying ethical decision making (Cianci et al, 2014). When leadership is considered a human strength, Seligman et al (2005) include it within the virtue of justice.…”

Section: Authentic Leadershipmentioning

confidence: 99%

“I Do not Let Setbacks Discourage Me Much” The Composition of a Finnish Female Leader

Hyvärinen¹,

Uusiautti²,

Määttä³

2015

JEDP

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The article illustrates findings from a larger study on the Finnish female leaders' paths to a leader's position. This sub-study analyzed the composition of a Finnish female leader as narrated by leaders themselves. It was studied through two specifying questions: what kinds of personal features female leaders considered important in their leadership practices and how do these women describe the emphases of leadership. This was a qualitative study in which 10 Finnish female leaders were interviewed in two phases in 2006 and 2011. According to the narratives, the important personal features were perseverance and rabidity, honesty and humbleness, as well as tolerance of criticism, adversities, and loneliness, which were analyzed in the light of the authentic leadership theory. The emphases of leadership included the dimensions of social interaction and being a bellwether. The study contributed a new narrative viewpoint to the definition of authentic leadership.

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The effects of authentic leadership on followers' ethical decision-making in the face of temptation: An experimental study

Cited by 82 publications

References 59 publications

Crossover of Work–Life Balance Perceptions: Does Authentic Leadership Matter?

Crossover of Work–Life Balance Perceptions: Does Authentic Leadership Matter?

Authentic Leadership and Employees’ Work-related Quality of Life: A Study of IT Organizations in India

“I Do not Let Setbacks Discourage Me Much” The Composition of a Finnish Female Leader

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