Possibilities for assessing authentic leadership competencies: testing existing instruments and proposing an extended one

Purpose The purpose of this paper is twofold: to test existing Authentic Leadership (AL) instruments simultaneously in the same environment, and based on these, to propose an extended instrument for the assessment of AL intrapersonal and interpersonal competencies. Design/methodology/approach Three existing instruments of AL – Authentic Leadership Questionnaire (ALQ) (Walumbwa et al., 2008), Authentic Leadership Inventory (ALI) (Neider and Schriesheim, 2011) and the Three Pillar Model (TPM) (Beddoes-Jones and Swailes, 2015) – were tested, and an extended instrument was proposed based on the results. Two different samples were used – a homogeneous sample (N = 1021) from the military and a heterogeneous sample (N = 547) from retail, catering, public services and logistics industries. Construct validity for the instruments was assessed using a confirmatory factor analysis, and the internal consistency of the factors was analysed using Cronbach’s alpha. Findings From existing instruments, two out of three indicate issues with internal factor consistency and model fit. The internal consistency of factors and model fit of the extended instrument developed here is satisfactory and suitable for assessing authentic leadership competencies in a single organisation or industry. Originality/value This paper sees AL as the behaviour of leaders affected by leadership competencies. Three existing AL instruments were tested alongside a proposed extended instrument to assess AL intrapersonal and interpersonal competencies in the same context.

Figur Pemimpin Autentik dalam Menunjang Kreativitas Pekerja Media Di Industri Televisi

Kepemimpinan autentik dapat menghasilkan kesadaran diri yang lebih besar, mendorong perilaku positif, serta mendorong perkembangan diri yang positif pada pegawai dalam suatu setting organisasi. Autentisitas pemimpin merupakan manifestasi dari dimensi kesadaran diri, transparansi hubungan, pemrosesan informasi berimbang, dan internalisasi perspektif moral. Autentisitas pemimpin dapat menumbuhkan perilaku positif dari Sumber Daya Manusia, salah satunya adalah kreativitas. Kreativitas merupakan suatu proses untuk menumbuhkan atau menghasilkan atau mengonstruksikan suatu ide, gagasan, ataupun solusi yang memiliki nilai kebaharuan dan bermanfaat. Penelitian ini bertujuan untuk mengetahui korelasi antara kepemimpinan autentik dengan kreativitas pegawai yang bekerja di kantor media televisi X. Kepemimpinan autentik merupakan gaya kepemimpinan yang belum banyak di teliti di Indonesia. Dari dimensi yang terkandung didalamnya, figur kepemimpinan autentik diperlukan sebagai faktor penunjang kreativitas para pekerja media. Penelitian ini menggunakan teknik pengambilan sampel total (total sampling). Terdapat 30 partisipan penelitian yang terdiri dari pegawai organik dan kontributor yang terafilisasi dengan kantor media TV X di Jawa Barat. Kepemimpinan autentik diukur dengan menggunakan Authentic Leadership Questionnaire. Kreativitas pegawai diukur dengan menggunakan skala kreativitas. Hasil penelitian menunjukkan bahwa terdapat hasil korelasi positif yang signifikan antara tipe kepemimpinan autentik dengan kreativitas pegawai.

New trend of authentic leadership skills in nursing education: The key role of perfectionism and self-efficacy

Background: In the literature the need to shape leadership skills in nursing in the process of education is stressed. In order for it to be effective, actions need to be undertaken including some personality traits which may frequently be observed in students of nursing (e.g. perfectionism and self-efficacy). The role of personality traits in acquiring leadership skills is not recognized well. The aim of the study was determining whether perfectionism may be treated as a mediator between the feeling of one’s own efficacy, and authentic leadership skills in students of nursing.Methods: The group of people studied consisted of 615 students of nursing (Women = 96.3%, n=592; Men = 3.7%, n=23), who made up 67.51 % all students of the discipline. The following research tools were used: Authentic Leadership Questionnaire, Almost Perfect Scale-Revised (APS-R), and General Self-Efficacy Scale (GSES).Results: The level of perfectionism is a significant mediator of relations between self-efficacy (GSES) and the level of authentic leadership (Sobel Test: t = 6.958; p = 0.000). The relation, without a mediating factor, is positive, and standardized beta coefficient for the feeling of own efficacy totals beta = 0.470 (p = 0.000), while in the presence of a mediator the strength of the correlation is smaller and amounts to beta = 0.366 (p = 0.000).Conclusions: Taking into account personal variables (perfectionism and self-efficacy) in the process of shaping skills is of key importance. In order to increase the efficacy, the programs of teaching these skills should include mutual relation between perfectionism and self-efficacy.

AUTHENTIC LEADERSHIP: SCIENTIFIC PRODUCTION ANALYSIS AND MEASUREMENT SCALES

ABSTRACT Purpose: This paper analyzes the publications on the “authentic leadership” construct, based on systematic literature review and bibliometric analysis techniques, and aims to identify and analyze data regarding the chronology of publications, the identification of the most prolific journals and authors, research approaches, and the existence of authentic leadership measurement/assessment tools and its applications, besides analyzing the construction of these tools. Originality/value: Of the 431 articles analyzed, those dealing with reviews of literature do not present bibliometric data associated with the analysis of the construct measurement instruments. Design/methodology/approach: A literature review was performed systematically, using the query “authentic leadership” on the Academic Search Premier (Ebsco), Scopus, and Web of Science databases, with no starting date delimitation, with the deadline of December 2018, which resulted in the identification of 1390 articles. After eliminating duplicates and three filters, 431 documents remained for analysis. Findings: Three specific construct measurement/assessment tools were identified: the Authentic Leadership Questionnaire (ALQ), the Authentic Leadership Inventory (ALI), and the Authentic Leadership Integrated Questionnaire (AL-IQ). There is a predominance of quantitative studies from 2008, with a wide application of ALQ. Instruments of quantitative measurement of authentic leadership did not emerge, only tools that evidence the presence of authenticity of leaders.

Authentic leadership among nursing professionals: knowledge and profile

ABSTRACT Objectives: to identify the knowledge of nursing professionals about leadership models and evaluate the authentic leadership profile among them. Methods: analytical study, conducted between August and December 2015, involving 84 nursing professionals working in a public and tertiary hospital. We used two instruments: Sociodemographic Questionnaire with questions about leadership and the Authentic Leadership Questionnaire. Results: both nurses and nursing technicians were unaware of authentic leadership. Both pointed to communication, planning, and organization as competencies of the leader (n = 58, 95%). Regarding the authentic leadership profile, we observed that the score was “high” among nurses and “low” among technicians. Holding a leadership position and professionally upgrading has positively influenced the highest-profile of authentic leadership. Conclusions: nurses demonstrated to know behavioral leadership, while nursing technicians showed knowledge about situational leadership. Nurses had a high score of authentic leadership behaviors, while nursing technicians had a low score, but we found no significant difference between them. Holding a leadership position and professionally upgrading has positively influenced the highest profile of authentic leadership.

Authentic leadership in healthcare organizations: A study of 14 chief executive officers and 70 direct reports

There is limited research on authentic leadership in senior leaders of healthcare organizations. The purpose of this study was to investigate authentic leadership from the perspectives of 14 healthcare Chief Executive Officers (CEOs) and 70 senior-level direct reports using the validated Authentic Leadership Questionnaire (ALQ) and one-on-one interviews. CEOs also completed a 20-hour leadership curriculum focusing on authentic leadership. Although CEOs rated themselves higher than their direct reports on the total ALQ, it only approached significance ( P = .060). Ratings on the four component parts of the ALQ were also higher, but only one was significant ( P = .025) with a trend toward significance on another ( P = .61). The CEOs’ scores were slightly higher after their self-directed study but only one component was significant ( P = .040). Interviews with the CEOs and direct reports underscore how healthcare leadership and authentic leadership specifically is viewed depending on organizational roles.

The influence of transformational and authentic leadership on the satisfaction of hotel customers in the Canary Islands

Leadership provides a strategy to deal with intense competition and high customer expectations in the hotel industry. This paper analyses the ability of managers’ transformational and authentic leadership to predict customer satisfaction. A sample of 18,944 customers and managers of eight hotels in the Canary Islands was used for the analysis. The data were collected using the Multifactor Leadership Questionnaire-6s, the Authentic Leadership Questionnaire and ReviewPro management software. The data were analysed to confirm the ability of transformational and authentic leadership to predict overall customer satisfaction. The results indicate that the transformational subscales of idealised influence and intellectual stimulation and the authentic subscales of relational transparency and balanced processing predict overall customer satisfaction. However, there are discrepancies between the results for self-managed service departments and outsourced service departments. This study provides a novel approach to scientific research, building upon previous studies of the effectiveness of both types of leadership, especially in relation to their impact on guest satisfaction and differences between departments. The evidence provides insight into the leadership qualities that increase customer satisfaction, which is essential in the hotel industry.

Validation of Authentic Leadership Questionnaire in Pakistani Context: Evidence form Higher Education Institutions of Khyber Pakhtunkhwa

This study was aimed to investigate the validity of Authentic Leadership Questionnaire (ALQ) in the context of Higher Education Institutions (HEIs) of Pakistan. Although, the ALQ has been used worldwide in different organizational fields, however, little is known about its psychometric features in the context of HEIs. This study is therefore an endure to explore its psychometric features in Pakistani context taking evidences form HEIs of KP, Pakistan. A cross-sectional survey was applied to know about the leaderships style in HEIs of Khyber Pakhtunkhwa-Pakistan. Data were collected from 1437 employees of HEIs through convenient sampling technique. The data were analyzed using Exploratory Factor Analysis (EFA) and Confirmatory Factor Analysis (CFA) approaches. A factor loading of .40 was set as the item selection criteria for retaining in the scale. Using Principle Component Analysis (CFA), the four factor structure was assessed. Using Structural Equation Modeling (SEM) through AMOS, the results of this study showed that the four dimensional ALQ is a reliable and valid instrument in HEIs of Khyber Pakhtunkhwa, Pakistan. The construct validity provided evidences concerning applicability of the ALQ in the same context. Based on the findings, it is recommended that the ALQ may be tested in other organizational cultures in Pakistani context to enlarge its scope in other fields of research. Leadership style, associated with working behavior of employees, is considered a significant predictor in the overall organizations' performance. Keywords: Authentic Learning, Scale Validation, Higher Education

Which item measure the authentic leadership of the entry level leaders in military appropriately?

The research trials of high precision measurement of authentic leadership is not active, and haven’t knowledge for reliability and coverage range of authentic leadership questionnaires when want to make high stakes personnel decisions in military settings. This study presented five questionnaires to measure authentic leadership appropriately based on military leader responded survey data. They were ALQ8, ALQ12, ALQ13, ALQ14, and ALQ16. In this study presented they could be discriminate leaders who low level of authentic leadership with reliability. Further tasks may discover and consider of bi-factor solution of factor structure of authentic leadership questionnaire, and flourish discussions how to use authentic leadership questionnaire to make decisions in context of military leader resource management.

MALADAPTIVE PERFECTIONISM AND AUTHENTIC LEADERSHIP SKILLS IN EMERGENCY MEDICINE STUDENTS

Introduction: Leadership skills can be critical in emergency medicine. However, there are no works that analyze this issue in much more details. The aim: To analyze the level of leadership skills in emergency medicine students, and also checking if despondency perfectionism is a variable that reduce the correlation between self-efficacy and leadership skills. Materials and Methods: The analyzed group consisted of 75.76% of all emergency medicine students taking up education at the Medical University of Warsaw in 2018 (n = 150, W = 74, M = 71). The average age was 23 years (SD = 1.7). All students were divided into two groups: Group 0 - without maladaptive perfectionism (n = 64), and group 1- with maladaptive perfectionism (n = 79). In the cross-sectional study, three standardized research tools were used: Authentic Leadership Questionnaire, Almost Perfect Scale-Revised (APS-R), and General Self-Efficacy Scale (GSES). ANCOVA analysis was used. Results: The linear regression coefficients for both comparison groups were significantly different (interaction of variables: “maladaptive perfectionism * self-efficacy”: F = 4.841, p = .029). Comparing adjusted mean values for both groups (0 vs 1), it can be stated that students from group 0 had a significantly higher level of authentic leadership skills compared to group 1 (F = 4.432, p = .037). Conclusions: Studies to determine the mechanisms of a positive relationship between the self-efficacy and leadership skills in emergency medicine students with high maladaptive perfectionism are required. This will allow the development of effective programs to strengthen the leadership skills of these students.