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Role of Authentic Leadership in Organizational Socialization and Work Engagement among Workers  [PDF]
José Luis Calderon-Mafud, Manuel Pando-Moreno
Psychology (PSYCH) , 2018, DOI: 10.4236/psych.2018.91004
Abstract: This article presents an idea that aimed to show that the model of authentic leadership is characterized by the consciousness of itself, a moral internalized, transparency in relations and important levels of self-efficacy, could have relations with Organizational Socialization and work engagement in workers. A literature review was made and discussed in a theoretical way the findings reported regarding the relations between the authentic leadership and the way to learn the culture, in addition to reviewing its impact in the work engagement. Findings of some studies indicate that the leadership could act as a mediator significant and positive to learn the organizational culture and develop a state of engagement by improving productivity and job satisfaction.
Bestowing Authentic Leadership: A Comparative Study of Two Organisations in Ghana  [cached]
Justice Owusu-Bempah
International Journal of Business and Management , 2012, DOI: 10.5539/ijbm.v7n19p31
Abstract: Bestowing authentic leadership (AL) by leaders and followers in organisations involve the subjective interpretation of the meanings and understandings given to the construct. The likely implication here is that evaluations of the AL construct may vary in different settings. Therefore, the leaders’ and followers’ constructs of authentic leadership in a public and a private organisation in Ghana were documented and compared using Q methodology. Thirty leaders and followers in each of the two organisations sorted selected statements about authentic leadership. Three factors or types of authentic leadership were identified and named for each of the two settings yielding six different perceptions of authentic leadership. While these results suggest that authentic leadership is idiosyncratic, further analysis showed that some attributes of authentic leadership were common to the organisations. The study concluded that in defining authenticity in leadership in the organisations used for this study in Ghana the following characteristics cannot be overlooked: leader goal orientedness, good listening, leader respect for followers, objectivity and justice, inspirational teaching and leader commitment, God fearing, leader fairness, and leader flexibility. This implies that in designing leadership training programs for organisational success, these attributes, if incorporated could prove helpful.
The role of a positive trigger event in actioning authentic leadership development  [cached]
S. Puente,F. Crous,A. Venter
South African Journal of Human Resource Management , 2007, DOI: 10.4102/sajhrm.v5i1.103
Abstract: Authenticity can best be understood in context, and context implies action (Payne, 1996). For the purpose of this study, leadership in general, and authentic leadership in particular, were explored in terms of the actions of former mayor of New York City, Rudolph Giuliani, who displayed authentic leadership in action during the tragic aftermath of the World Trade Centre attacks. Authentic leadership development tends to be triggered by a negative event (as in the case of 9/11 for Giuliani, for example). Since there is limited knowledge of how a positive event may trigger authentic leadership development, the aim of this study was to explore the potential of Appreciative Inquiry (AI) - an affirmative mode of action research - as a positive trigger event for authentic leadership development. The results indicated that this positive approach to change could indeed be implemented for this purpose.
PRACTICAL ASPECT OF AUTHENTIC LEADERSHIP CONCEPT AT MEDIUM LEVEL OF MANAGEMENT IN POLAND
Malgorzata Kluska-Nowicka
MEST Journal , 2015, DOI: 10.12709/mest.03.03.02.07
Abstract: The subject of the thesis hereby is the concept of authentic leadership at medium level of management in corporations operating in Poland. The paper consists of two parts. The first academic part presents the concept of authentic management and its dimensions. The second empirical part enunciates the feedback from own research conducted by the author in 2013 in corporations functioning in Poland. The characteristic features of the concept make a research task even more interesting, because it attempts to verify the influence, which the leader exerts on their team both in the area of behavior and attitudes and the system of values of the subordinates. In the exploratory part of this study it was examined whether and, if so, to what extent the concept of authentic leadership is used in Polish corporations at medium level of management. The actual survey was conducted with the use of the Authentic Leadership Questionnaire (ALQ) version 0.1 prepared for examining of leaders.
Authentic Leadership Theory: New Development in the Domain of Leadership Research
领导学研究的新发展:诚信领导理论

Zhan Yanzun,Ling Wenquan,Fang Liluo,
詹延遵
,凌文辁,方俐洛

心理科学进展 , 2006,
Abstract: Authentic leadership was brought up by leadership Scholars due to the increasing societal challenges as well as the recent corporate scandals and management malfeasance. It is defined as a process that draws from both positive psychological capacities and a highly developed organizational context. In this paper, the concept and characteristics, as well as the measurement of authentic leadership were introduced, and then the differences and relationships between authentic leadership and several other kinds of leadership were compared. After that, the effectiveness of authentic leadership in organizations was analyzed. Finally, the comment on the new leadership theory and some research orientations were provided.
Calling for Authentic Leadership: The Moderator Role of Calling on the Relationship between Authentic Leadership and Work Engagement  [PDF]
Victor Seco, Miguel Pereira Lopes
Open Journal of Leadership (OJL) , 2013, DOI: 10.4236/ojl.2013.24015
Abstract:
Authentic Leadership (AL) literature supports the existence of a positive relationship between perceived AL, follower work engagement, and positive attitudes like calling. Our research doesn’t confirm that relationship and fosters the possibility of AL influence could not be felt by employees. It was also expected, theoretically, a positive effect of Calling as well as with trust. We have found a significant negative effect on the relationship between AL and calling. But our findings brought some positive insights. There was a positive significant relationship between calling and work engagement. Calling had also moderated, with a positive significant result, the relationship between AL and work engagement. Future research should focus on the importance of perceived AL within the education public services, and the significant effect of calling on work engagement. Our study suggests that organizations could promote employee calling work orientation, stimulate leaders to become more authentic, and improve positively organization performance.
A Framework for Research and Practice: Relationship among Authentic Leadership, Employee Well-Being, Organizational Innovative Climate and Innovative Behavior  [PDF]
Peiyan Huang
Open Journal of Leadership (OJL) , 2017, DOI: 10.4236/ojl.2017.63009
Abstract:
In this research, we propose to use literature research method to explore a new research model to explain the relationship between authentic leadership and innovative behavior. Research result shows that authentic leadership is positively related to innovative behavior via employee well-being. What’s more, when organizational innovative climate is high, the relationship between employee well-being and innovative behavior would be strengthened, on the contrary, it is weakened. We believe that these findings are important for guiding future empirical research in employee’s innovative behavior.
真实型领导对员工创新行为的影响机制
A Study on the Influence Mechanism of Authentic Leadership on Employees′ Innovative Behavior
 [PDF]

梁巧转,张真真,李洁
- , 2016, DOI: 10.15896/j.xjtuskxb.201602003
Abstract: 基于社会学习理论和资源保存理论,以392名企业员工为调查对象,通过构建被调节的中介效应模型探讨了真实型领导对员工创新行为的影响机制,揭示了真实型领导、心理资本和情绪智力在员工创新过程中的不同作用。结果表明,真实型领导对员工心理资本有积极影响,并通过员工心理资本对员工创新行为产生积极影响;员工情绪智力在真实型领导对员工创新行为的间接影响中起到调节作用;三者作用的差异在于,真实型领导为员工提供了获取心理资源的环境,心理资本使员工具备了创新所需的心理资源和心理能力;而较高的情绪智力水平能够起到杠杆作用,增强真实型领导对员工创新行为的间接影响的效果。
Using social learning theory and conservation of resources theory as the overarching framework, this study investigates the influence of authentic leadership on employees′ innovative behavior, and explores the different effects of authentic leadership, psychological capital and emotional intelligence in the process of innovation.Hierarchical regression analysis and bootstrapping are used to testify the hypotheses with a sample of 392 employees.Study results yield a pattern of moderated mediation for employees′ innovative behavior, in that authentic leadership has a significant positive influence on employees′ psychological capital, which in turn positively relates to employees′ innovative behavior, and emotional intelligence moderates the indirect relationship between authentic leadership and employees′innovative behavior.All in all, the above-mentioned three constructs play different roles.Authentic leadership provides employees with environment to obtain psychological resources, psychological capital equips employees with psychological resources and abilities needed to innovate, and a higher level of emotional intelligence enhances the indirect influence of authentic leadership on employees′ innovative behavior
Examining the Mechanism for the Transferability of Leadership Elements to Students: The Case of the Catholic University Institute of Buea (CUIB)  [PDF]
Maurice Ayuketang Nso
Open Journal of Leadership (OJL) , 2018, DOI: 10.4236/ojl.2018.72009
Abstract: This paper recommends what could be a standard definition for the word “leadership”, as it found out that there has been no standard way for defining leadership, and that others have defined leadership based on the leadership elements a leader has but failed to rethink that one could be a bad leader and as such the leadership elements could not be transferred (passed on) to heirs for the simple reason that no one likes bad things.
Non-Listening and Self Centered Leadership – Relationships to Socioeconomic Conditions and Employee Mental Health  [PDF]
T?res Theorell, Anna Nyberg, Constanze Leineweber, Linda L. Magnusson Hanson, Gabriel Oxenstierna, Hugo Westerlund
PLOS ONE , 2012, DOI: 10.1371/journal.pone.0044119
Abstract: Background The way in which leadership is experienced in different socioeconomic strata is of interest per se, as well as how it relates to employee mental health. Methods Three waves of SLOSH (Swedish Longitudinal Occupational Survey of Health, a questionnaire survey on a sample of the Swedish working population) were used, 2006, 2008 and 2010 (n = 5141). The leadership variables were: “Non-listening leadership” (one question: “Does your manager listen to you?” - four response categories), “Self centered leadership” (sum of three five-graded questions – “non-participating”, “asocial” and “loner”). The socioeconomic factors were education and income. Emotional exhaustion and depressive symptoms were used as indicators of mental health. Results Non-listening leadership was associated with low income and low education whereas self-centered leadership showed a weaker relationship with education and no association at all with income. Both leadership variables were significantly associated with emotional exhaustion and depressive symptoms. “Self centered” as well as “non-listening” leadership in 2006 significantly predicted employee depressive symptoms in 2008 after adjustment for demographic variables. These predictions became non-significant when adjustment was made for job conditions (demands and decision latitude) in the “non-listening” leadership analyses, whereas predictions of depressive symptoms remained significant after these adjustments in the “self-centered leadership” analyses. Conclusions Our results show that the leadership variables are associated with socioeconomic status and employee mental health. “Non-listening” scores were more sensitive to societal change and more strongly related to socioeconomic factors and job conditions than “self-centered” scores.
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