scholarly journals The Impact of Authentic Leadership in the OCB and Employees Commitment in the Jordanian Companies

2019 ◽  
Vol 9 (11) ◽  
Author(s):  
Ghassan Issa Alomari ◽  
Malek Ibrahim Alharafsheh ◽  
Muhmmad I Nofal
Keyword(s):  
Authentic Leadership ◽  
The Impact

Linking authentic leadership and management capability to public hospital performance: the role of work engagement

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammed Aboramadan ◽  
Main Naser Alolayyan ◽  
Mehmet Ali Turkmenoglu ◽  
Berat Cicek ◽  
Caterina Farao
Keyword(s):  
Health Care ◽  
Work Engagement ◽  
Authentic Leadership ◽  
Hospital Performance ◽  
Public Hospitals ◽  
Mediation Effect ◽  
Leadership And Management ◽  
Content Type ◽  
Management Capability ◽  
The Impact

Purpose This paper aims to propose a model of the effect of both authentic leadership and management capability on hospital performance. This model proposes work engagement as an intervening mechanism between the aforesaid links. Design/methodology/approach Data were collected from 380 medical staff working in Jordanian Public hospitals and were analysed using the structural equation modelling analysis technique. Findings The results suggest that both authentic leadership and management capability have a positive effect on hospital performance. Although positive, the direct effect of management capability on performance was not significant. Furthermore, work engagement demonstrated to play a full mediation effect between management capability and hospital performance and a partial mediation effect between authentic leadership and hospital performance. Practical implications This study may be of use for public medical services providers in general and other services sectors in terms of the role authentic leadership and management resources can play in contributing to positive work-related outcomes at the individual and organisational levels. Originality/value Considering the mainstream literature in health-care management, to the best of the authors’ knowledge, this is the first study to date to integrate the impact of both authentic leadership and management capabilities in the public health-care sector. Further, the research model has not previously been introduced when taking into account the role that work engagement can play between the examined variables.

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.

Authentic leadership and teachers’ voice behaviour: The mediating role of psychological empowerment and moderating role of interpersonal trust

2020 ◽  
pp. 174114322091592 ◽  
Author(s):  
Sen Zhang ◽  
Alex J Bowers ◽  
Yaqing Mao
Keyword(s):  
Primary Schools ◽  
Authentic Leadership ◽  
Psychological Empowerment ◽  
Interpersonal Trust ◽  
Critical Role ◽  
Mainland China ◽  
Mediation Model ◽  
Moderated Mediation Model ◽  
The Impact

Teachers’ voice behaviour plays a critical role in school reform by providing constructive suggestions to promote teaching, students’ learning and school management. This study investigates how and under what conditions principals’ authentic leadership contributes to teachers’ voice behaviour. Data collected from 982 teachers in 38 primary schools in mainland China were analysed using regression analysis and bootstrapping tests. The research tested a moderated mediation model of authentic leadership effects on teachers’ voice behaviour in which teacher psychological empowerment was included as the mediator and interpersonal trust as the moderator. The results affirmed the partial mediation model, finding significant direct and indirect effects of principals’ authentic leadership on teachers’ voice behaviour. Moreover, interpersonal trust positively moderated the relationship between psychological empowerment and teachers’ voice behaviour, and also strengthened the whole mediating mechanism. When teachers perceived a higher level of interpersonal trust, the effects of principals’ authentic leadership on teachers’ voice behaviour were stronger than for counterparts who perceived a low level of interpersonal trust. Our discussion highlights the benefits of understanding the impact of authentic leadership on teachers’ voice behaviour in relation to interpersonal trust and their psychological empowerment and indicates how teachers can play a role in implementing the perceived situation practically.

Authentic way to retain hospitality staff

2016 ◽  
Vol 24 (5) ◽  
pp. 13-15
Author(s):  
Brian Beal
Keyword(s):  
Leadership Style ◽  
Turnover Intention ◽  
Authentic Leadership ◽  
Leadership Behavior ◽  
Self Awareness ◽  
Content Type ◽  
The Usa ◽  
Critical Leadership ◽  
The Impact ◽  
Positive Effect

Purpose The purpose of this paper is to explore whether authentic leadership in hospitality is composed of four distinctive but related substantive components (i.e. self-awareness, relational transparency, balanced processing, and internalized moral), the impact of authentic leadership on employees’ organizational commitment (OC), the impact of employees’ OC on their turnover intention (TI), and the indirect effect of authentic leadership on employees’ TI via OC. Design/methodology/approach The authors tested a sample of 236 students working as employees in hospitality in the USA, with the idea that authentic leadership increases OC which in turn decreases TI. The participants were asked to rate the manager’s leadership style and the frequency of their leadership behavior. Findings Results provide support for the positive effect of authentic leadership on OC in the hospitality industry, and suggest that OC mediates reduced TI. Originality/value The results of the study suggest a variety of significant theoretical contributions and critical leadership and organizational implications. The effects of authentic leadership were empirically tested on employees’ OC and the effects of that OC on TI.

scholarly journals How authentic leadership promotes individual knowledge sharing: viewing from the lens of COR theory

2019 ◽  
Vol 14 (4) ◽  
pp. 386-401
Author(s):  
Huy Phuong Tran
Keyword(s):  
Knowledge Sharing ◽  
Psychological Contract ◽  
Structural Equation ◽  
Quantitative Research ◽  
Authentic Leadership ◽  
Self Esteem ◽  
Resource Theory ◽  
Knowledge Based Economy ◽  
Individual Knowledge ◽  
The Impact

Abstract Fostering knowledge sharing has been one of the most vital tasks for organizations in the knowledge based economy. Thus, investigating the antecedents of knowledge sharing behavior is of great interest to both academics and practitioners. The impact of leadership on knowledge sharing has been reported in the literature. However, the direct and indirect impacts of authentic leadership on knowledge sharing is under-researched. Furthermore, because knowledge is an individual resource, knowledge sharing can be investigated in the light of the conservation of resource theory. This study applies conservation of resource theory to examine the influence of authentic leadership on knowledge sharing with relational psychological contract and organizational based self-esteem as mediators. Data collected from survey using questionnaire were used to test the hypotheses in a quantitative research design. Structural equation modelling (SEM) techniques are applied for data analysis. The results showed that authentic leadership positively and significantly influence individual knowledge sharing. Furthermore, relational psychological contract and organizational based self-esteem have been found to mediate the above relationship. Discussion of research findings, theoretical and practical implications are also detailed. Finally, the study outlines limitations of research and provides directions for further knowledge sharing studies.

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