Unravelling the interplay of authentic leadership, emotional intelligence, cultural intelligence and psychological well-being

Abstract

Authentic leadership (AL), recognised for its genuine approach, boosts a leader's legitimacy and positively influences organisational outcomes (Gavin, 2019;Zu, 2019), while differentiating world-class leaders depends on how managers interpret, learn, and adapt to AL (Gigol, 2020). Amid high stakes and uncertain outcomes in various organisations and the government in South Africa, AL encounters challenges, further accentuated by global stressors that underscore the imperative for genuine leadership (Sepeng et al., 2020). In South Africa, research consistently demonstrates a strong association between effective managers and positive organisational outcomes tied to AL (Du Plessis & Boshoff, 2018;Hlongwane, 2016). However, implementing AL is challenged by factors like government credibility, political agendas, and cultural diversity (Maughan, 2019). Despite the hurdles, there is a pressing need in the country for authentic leaders with necessary qualifications, skills, and trustworthiness.Developing AL with emotional and cultural intelligence (CQ) can produce world-class managers, benefiting organisations of all sizes (Zu, 2019). However, more research is needed on the influence of Orientation: Organisations are met with many challenges specifically effective leadership of employees. The role of authentic leadership (AL) in the relationship between emotional intelligence (EQ), cultural intelligence (CQ), and psychological well-being (PWB) can add valuable insights to organisations.Research purpose: The study's focus was to understand the relationships between EQ, AL, CQ, and PWB. Furthermore, it sought to explore the mediating effect AL has in the proposed model.Motivation for the study: Developing well-rounded leaders and managers to adopt an AL style, can increase positive outcomes for employees and organisations.Research approach/design and method: A quantitative cross-sectional survey design was used to collect the data from a sample of 279 managers in South African organisations. The study employed structural equation modelling (SEM) to analyse the data and test hypotheses.Main findings: The study's findings indicated that the proposed model fit well and showed positive connections between AL, EQ, CQ, and PWB. Additionally, the research revealed that AL played a mediating role in the relationships between EQ, CQ, and PWB.