scholarly journals Dynamic organisational capabilities: The role of authentic leadership and trust

2021 ◽  
Vol 47 ◽  
Author(s):  
Deon J. Kleynhans ◽  
Marita M. Heyns ◽  
Marius W. Stander
Keyword(s):  
Authentic Leadership ◽  
Organisational Capabilities

scholarly journals Authentic leadership, organisational citizenship behaviour and intention to leave: The role of psychological capital

2020 ◽  
Vol 46 ◽  
Author(s):  
Winnie Sepeng ◽  
Marius W. Stander ◽  
Leoni van der Vaart ◽  
Lynelle Coxen
Keyword(s):  
Authentic Leadership ◽  
Psychological Capital ◽  
Intention To Leave

Authentic leadership and follower’s role ethnicality: the role of leader’s ethical voice and ethical culture

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Asim Faheem ◽  
Ishfaq Ahmed ◽  
Insya Ain ◽  
Zanaira Iqbal
Keyword(s):  
Authentic Leadership ◽  
Ethical Issues ◽  
Survey Design ◽  
Moderated Mediation ◽  
Ethical Culture ◽  
Content Type ◽  
Work Demand ◽  
The Past ◽  
And Behavior

Purpose The ethical issues arising at work demand the role of both leader and employees, but how both the levels are linked in determining the ethical responses is an area that has not gained due attention in the past. Against this backdrop, this study aims to address the influence of a leader’s authenticity and ethical voice on ethical culture and the role ethicality of followers. Design/methodology/approach Survey design has been used, and a questionnaire is used to elicit the responses. In total, 381 filled questionnaires were used for data analysis. Findings The findings of this study highlight the role of authentic leadership in predicting the role ethicality of followers both directly and through the mediation of ethical culture. Furthermore, a leader’s ethical voice strengthens the authentic leadership and outcome relationships (with ethical culture and followers’ role ethicality). The moderated-mediation mechanism has proved as the leaders’ voice foster the indirect mechanism. Originality/value There is a dearth of literature that has focused on leadership traits (authenticity) and behavior (ethical voice) in predicting the followers’ outcomes (perceptions – ethical culture and behaviors – role ethicality). The moderated-mediation mechanism has been unattended in the past.

Knowledge management, workplace climate, creativity and performance

2018 ◽  
Vol 30 (8) ◽  
pp. 592-612 ◽  
Author(s):  
Amro Alzghoul ◽  
Hamzah Elrehail ◽  
Okechukwu Lawrence Emeagwali ◽  
Mohammad K. AlShboul
Keyword(s):  
Job Performance ◽  
Knowledge Sharing ◽  
Authentic Leadership ◽  
Equation Modeling ◽  
Workplace Climate ◽  
Content Type ◽  
And Performance ◽  
The Impact ◽  
The Relationship

Purpose This study aims at providing empirical evidence pertaining to the interaction among authentic leadership, workplace harmony, worker's creativity and performance in the context of telecommunication sector. These research streams remain important issues and of interest as the world continues to migrate toward a knowledge-based economy. Design/methodology/approach Applying structural equation modeling, this study diagnosed the impact of Authentic leadership (AL) on employees (n = 345) in two Jordanian telecommunication firms, specifically, how it shapes workplace climate, creativity and job performance. The study also tests the moderating role of knowledge sharing in the model, as well as the mediating role of workplace climate on the relationship between AL and positive organizational outcomes. Findings The empirical result suggests that AL positively influences workplace climate, creativity and job performance; workplace climate positively influences creativity and job performance; workplace climate mediates the relationship between AL and creativity, and job performance; and knowledge sharing behavior moderates the relationship between AL and workplace climate. Originality/value This study highlights the magnificent power of AL and knowledge sharing, not only in shaping the workplace atmosphere but also in delineating how these variables stimulate creativity and performance among employees. The implications for research and practice are discussed.

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