Authentic Leadership, Leader Optimism, and Follower Affective Commitment

2020 ◽  
pp. 329-344
Author(s):  
Nevra Baker
Keyword(s):  
Authentic Leadership ◽  
Affective Commitment ◽  
Emotional Expressivity

The aim of this study is to investigate the effect of authentic leadership together with the leader emotional expressivity of optimism on follower affective commitment towards the organization. This study was undertaken in the format of an experiment that is followed by a survey in which four groups of different fictional leader types were created, and respondents were asked to answer questions about their self-rated potential affective commitment towards the organization with the assumption that the respondents were actually working with the described leader. The findings of this study reveal that both authentic and inauthentic leaders who display optimism arouse higher levels of affective comitment by their followers as compared to their non-optimistic counterparts.

Authentic leadership and turnover intention: does organizational size matter?

2017 ◽  
Vol 38 (7) ◽  
pp. 912-926 ◽  
Author(s):  
Jinuk Oh ◽  
Semi Oh
Keyword(s):  
Boundary Condition ◽  
Turnover Intention ◽  
Authentic Leadership ◽  
Affective Commitment ◽  
Turnover Intentions ◽  
Organizational Size ◽  
Content Type ◽  
Small Organizations ◽  
Moderated Mediation Model ◽  
Size Matter

Purpose The purpose of this paper is to address two of the ongoing theoretical and empirical questions in the literature on authentic leadership: does authentic leadership negatively influence employees’ turnover intentions by enhancing their levels of affective commitment? and does organizational size act as a boundary condition for the mediating effects of affective commitment in the link between authentic leadership and turnover intentions? Design/methodology/approach A moderated mediation model of the affective process linking authentic leadership and turnover intentions was developed and tested on a sample of 375 employees working in South Korean firms. Findings The negative indirect effects of authentic leadership on employees’ turnover intentions through changes in the levels of affective commitment were significant. Furthermore, the mediated relationship between authentic leadership and turnover intentions via employees’ levels of affective commitment was stronger in smaller organizations. Practical implications The findings of the present study may be useful to practitioners who are interested in employee retention. They can mitigate against turnover intentions by enhancing the authentic leadership qualities of the managers. More specifically, this approach is especially ideal for small organizations. Originality/value This study corroborates the results of previous studies in highlighting the pervasive effects of authentic leadership on turnover intentions via enhancing employees’ levels of affective commitment. Moreover, organizational size as a boundary condition for the aforementioned relationship was empirically examined.

Fostering learning organisation in transitional economy – the role of authentic leadership and employee affective commitment

2017 ◽  
Vol 9 (3/4) ◽  
pp. 441-455 ◽  
Author(s):  
Milan Delić ◽  
Terje Slåtten ◽  
Bojana Milić ◽  
Uglješa Marjanović ◽  
Srđan Vulanović
Keyword(s):  
Structural Equation ◽  
Authentic Leadership ◽  
Affective Commitment ◽  
Employee Commitment ◽  
Transitional Economy ◽  
Equation Modeling ◽  
Learning Organisation ◽  
Market Conditions ◽  
Content Type

Purpose The aim of this study is to examine how and in what way authentic leadership and affective employee commitment foster the learning organisation in the context of transitional market conditions. Acting as role factors, their relationships with the learning organisation were examined simultaneously, at leadership and employee level. Design/methodology/approach The study was conducted on a sample of 500 employees from various industries of Serbian transitional economy. For the research purposes, structural equation modeling (SEM) methodology was used. Findings The findings reveal that authentic leadership and employee commitment both play an important role. Specifically, authentic leadership directly and indirectly affects the learning organisation. The indirect effect is partially mediated by the employee affective commitment. Research limitations/implications The focus of this study is limited to the role of authentic leadership in fostering the learning organisation. Apart from leadership and employee commitment, it might be assumed that other variables have the potential to play a role in fostering the learning organisation as well. Originality value To the best of the authors’ knowledge, no previous study has focused on authentic leadership and employee commitment as an “enabling-mechanism” in fostering learning organisations in the context of transitional economies. Consequently, this paper provides theoretical and practical implications on how and in what way they impact a learning organisation by empirically studying them in the context of transitional market conditions.

scholarly journals Does authentic leadership stimulate organizational citizenship behaviors? The importance of affective commitment as a mediator

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Neuza Ribeiro ◽  
Ana Patrícia Duarte ◽  
Rita Filipe ◽  
Rajasekhar David
Keyword(s):  
Organizational Citizenship ◽  
Authentic Leadership ◽  
Affective Commitment ◽  
Organizational Citizenship Behaviors ◽  
Mediating Effect ◽  
Organizational Sustainability ◽  
Citizenship Behaviors ◽  
Content Type ◽  
Positive Leadership ◽  
The Impact

Purpose This study aims to examine the impact of authentic leadership (AL) on employees’ organizational citizenship behaviors (OCB) by investigating the mediating effect of affective commitment (AC). Design/methodology/approach Data were collected on 194 leader-follower dyads in diverse organizations, using individual surveys. Followers reported their perceptions of AL and their AC, and leaders assessed each follower’s level of OCB. Findings The results support the research hypotheses proposed, confirming that employees’ perceptions of AL are positively related to both their AC and OCB. Moreover, AC completely mediates the relationship between AL and OCB, indicating that authentic leaders increase employees’ affective bonds to their organization, and therefore, strengthen workers’ tendency to engage in OCB. Research limitations/implications Additional studies with larger samples are needed to clarify more fully not only AL’s influence on OCB but also other psychosocial variables affecting this relationship. Practical implications The findings suggest that organizations can foster employees’ AC and OCB by encouraging managers to adopt a more AL style. Authentic leaders are likely to focus on the collective as they care about their teams, the wider organization and even society’s welfare and sustainability. Social implications Growing concerns about sustainability and business ethics and the crisis of trust in organizations can be addressed through further research on positive leadership forms such as AL. This study’s findings suggest that AL fosters employees’ affective bond to organizations and their willingness to engage in OCB, which are two indicators related to organizational sustainability. Originality/value This study integrated AL, AC and OCB into a single research model, thereby extending previous investigations. In addition, the data were collected from two sources (i.e. both leaders and followers in dyads) to minimize the risk of common-method variance.

Employee Trust in Supervisors and Affective Commitment

2016 ◽  
Vol 118 (3) ◽  
pp. 829-848 ◽  
Author(s):  
Kehan Xiong ◽  
Weipeng Lin ◽  
Jenny C. Li ◽  
Lei Wang
Keyword(s):  
Boundary Conditions ◽  
Authentic Leadership ◽  
Affective Commitment ◽  
Positive Relationship ◽  
Theory And Practice ◽  
Direct Effects ◽  
Cross Sectional ◽  
Employee Trust ◽  
Cross Sectional Design ◽  
The Relationship

Although previous research has examined the main/direct effects of subordinates’ trust in their supervisors on the levels of subordinates’ affective commitment towards the organizations, little attention has been paid to explore the boundary conditions of this relationship. Two studies were conducted to examine the moderating effect of authentic leadership on the relationship between subordinates’ trust in supervisor and their levels of affective commitment towards the organization. In line with the hypothesized model, both Study 1 (cross-sectional design, n = 138) and Study 2 (lagged design, n = 154) demonstrated that authentic leadership moderated the relationship between employees’ trust in supervisor and their levels of affective commitment towards their organizations. Specifically, the positive relationship was stronger for employees under higher levels of authentic leadership. The implications for theory and practice are discussed.

Authentic leadership for teacher’s academic optimism

2016 ◽  
Vol 40 (5) ◽  
pp. 321-344 ◽  
Author(s):  
Anugamini Priya Srivastava ◽  
Rajib Lochan Dhar
Keyword(s):  
Authentic Leadership ◽  
Affective Commitment ◽  
Academic Optimism ◽  
Hierarchical Regression ◽  
Content Type ◽  
Mediating Role ◽  
Indian Schools ◽  
Confirmatory Factor ◽  
The Impact

Purpose This study aims to analyse the impact of authentic leadership (AL) on academic optimism (AO) through the mediating role of affective commitment (AC). As this study also examines the moderating role of training comprehensiveness (TC) in strengthening the relation between AC and AO. Design/methodology/approach Data were collected from school teachers and their immediate principal and were further analysed through confirmatory factor analysis and hierarchical regression analysis. Findings Data analysis provided significant support to the hypotheses presented in the study. AC partially mediated the link between AL and AO, and TC moderated the linkage between AC and AO significantly. Originality/value This study provides novel basis to improve the overall functioning of schools and teachers’ performance. It provides ways to improve the overall AO in Indian schools.

The relationship between authentic leaders and employees’ creativity

2018 ◽  
Vol 11 (2) ◽  
pp. 58-73 ◽  
Author(s):  
Ana Suzete Semedo ◽  
Arnaldo Coelho ◽  
Neuza Ribeiro
Keyword(s):  
Structural Equation ◽  
Design Methodology ◽  
Authentic Leadership ◽  
Affective Commitment ◽  
Equation Modeling ◽  
Content Type ◽  
Mediating Role ◽  
The Relationship ◽  
Practical Implications

Purpose The purpose of this paper is to investigate how authentic leadership (AL) predicts creativity both directly and through the mediating role of affective commitment (AC) and job resourcefulness (JR). Design/methodology/approach Data collected from a questionnaire administered to a sample of 543 employees have been analyzed. The model was tested using structural equation modeling. Findings The findings show that AL predicts AC, JR and creativity. The findings also show that AC and JR predict creativity. In other words, leaders’ authenticity increases employees’ creative spirit and, thus, employees’ ability to overcome obstacles and meet challenges at work and their emotional bond play an important role (mediators) in this relationship. Practical implications The results of this study are conclusive and contribute to a better understanding of AL and its implication for employees’ emotional bond, their ability to overcome obstacles and their ability to introduce new and useful ideas. This study provides evidence that organizations should focus on training leaders with authentic characteristics. Originality/value This study considers both AC and JR as mediators of the relationship between AL and creativity. Therefore, the originality of this study lies in the integration of these four concepts in a single study to provide a model that depicts the chain of effects between AL, AC, JR and an employee’s creativity.

Effects of authentic leadership, affective commitment and job resourcefulness on employees’ creativity and individual performance

2016 ◽  
Vol 37 (8) ◽  
pp. 1038-1055 ◽  
Author(s):  
Ana Suzete Dias Semedo ◽  
Arnaldo Fernandes Matos Coelho ◽  
Neuza Manuel Pereira Ribeiro
Keyword(s):  
Structural Equation ◽  
Authentic Leadership ◽  
Affective Commitment ◽  
Positive Impact ◽  
Individual Performance ◽  
Public And Private ◽  
Content Type ◽  
Training Activities ◽  
And Performance ◽  
The Relationship

Purpose The purpose of this paper is to report the findings of a study examining the relationship between authentic leadership (AL), attitudes and employees’ behaviours. More specifically, how AL influences affective commitment, job resourcefulness and creativity, which, in turn, influence individual performance. Design/methodology/approach Empirical research has analysed the data from a questionnaire administered to a sample of 543 employees belonging to various public and private organisations in Cape Verde. The model was tested using structural equation modelling. Findings The results reveal that AL influences employees’ attitudes (affective commitment and job resourcefulness) and their creativity, affective commitment and job resourcefulness predict the employees’ creativity, and job resourcefulness and creativity predict individual performance. Practical implications The results from this study can help managers to understand how to increase employees’ creativity and performance through AL, affective commitment and job resourcefulness. Indirectly, the study also suggests that organisations should focus on selecting leaders with authentic features and implement appropriate training activities, coaching and development that aim to increase AL since this may well result in a positive impact on employees’ attitudes and behaviours. Originality/value The originality of this study is that it focusses on the integration of the five concepts, AL, affective commitment, job resourcefulness, creativity and individual performance, in a single study, providing a model that depicts the chain of effects between AL, employees’ attitudes, employees’ creativity and individual performance.

scholarly journals Authentic leadership, happiness at work and affective commitment

2019 ◽  
Vol 31 (3) ◽  
pp. 337-351 ◽  
Author(s):  
Ana Suzete Semedo ◽  
Arnaldo Coelho ◽  
Neuza Ribeiro
Keyword(s):  
Structural Equation ◽  
Authentic Leadership ◽  
Affective Commitment ◽  
Cape Verde ◽  
Mediating Effect ◽  
Working Environment ◽  
Equation Modeling ◽  
Public And Private ◽  
Content Type ◽  
Private Organizations

Purpose This study aims to investigate the relationship between perceptions of authentic leadership (AL) and affective commitment (AC) both directly and indirectly through the mediating effect of happiness at work. Design/methodology/approach Empirical research has analyzed the data from a questionnaire administered to a sample of 543 employees belonging to various public and private organizations in Cape Verde. Structural equation modeling was used to test the model. Findings It was found that the perceptions of AL explain employees’ happiness at work. Perceptions of AL also predict AC both directly and through the mediating effect of happiness at work. Practical implications The findings suggest that AL predicts happiness at work, which, in turn, explain employees` emotional bond to the organization. These results provide evidence that the quality of working environment created by leaders plays an important role in the extent to which employees develop a better emotional bond at work. So, the organizations, particularly in Cape Verde, should focus on training leaders with authentic characteristics. Originality/value In addition to verifying the direct relationship between AL and AC, this study introduced the mediating effect of the happiness, providing a model that depicts the chain effect between AL, AC and happiness, integrating these concepts in a single study.

scholarly journals Authentic Leadership and Improved Individual Performance: Affective Commitment and Individual Creativity’s Sequential Mediation

2021 ◽  
Vol 12 ◽  
Author(s):  
Ana Patrícia Duarte ◽  
Neuza Ribeiro ◽  
Ana Suzete Semedo ◽  
Daniel Roque Gomes
Keyword(s):  
Authentic Leadership ◽  
Affective Commitment ◽  
Organizational Management ◽  
Individual Performance ◽  
Single Model ◽  
Workplace Performance ◽  
Proposed Model ◽  
The One ◽  
The Relationship ◽  
Business Sectors

Authentic leadership has become increasingly important in the literature, attracting the attention of many scholars in the last decade. This study adopted an employee-centered perspective to guide its examination of the relationship between authentic leadership and individual performance and investigation of the sequential mediation of employees’ affective commitment and individual creativity. An analysis was conducted of data collected from 214 employees working in different business sectors. The results reveal a statistically significant positive relationship between authentic leadership and employees’ workplace performance, which are both directly connected and indirectly linked through the two proposed psychosocial mechanisms. The findings thus indicate that authentic leadership reinforces workers’ emotional connection with their organizations, thereby increasing their individual creativity and, subsequently, promoting better on-the-job performance. This study presents new and significant results since, on the one hand, it relied on a sequential mediation analysis of variables and, on the other hand, integrated the four main constructs into a single model. The proposed model displays the chain of effects between authentic leadership, affective commitment, individual creativity, and employee workplace performance. Implications for organizational management are discussed.

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