Antecedents and outcomes of authentic leadership across culture: A meta-analytic review

Mental health in athletes: Does authentic leadership matter?

Recent research has attested to the prevalence of mental health issues in sport, and the need to identify factors that could promote athletes' mental health. In this study, we investigated: (a) whether authentic leadership is associated with athletes' mental health directly and indirectly via psychological capital and prosocial and antisocial behaviour experienced from one's teammates; and (b) whether the hypothesized model testing these relationships is the same in higher versus lower competitive level athletes. We examined two dimensions of mental health, namely positive mental health and mental illness. A total of 751 athletes (Mage = 22.92, SD = 8.53; 294 female) from a range of sports completed a multi-section questionnaire administered via an online survey. Path analysis showed that authentic leadership was positively related to positive mental health via psychological capital and prosocial behaviour and negatively linked to mental illness via psychological capital and antisocial behaviour. The effects of authentic leadership on positive mental health via prosocial teammate behaviour and subsequently psychological capital, and on mental illness via prosocial teammate behaviour, were stronger in higher compared to lower competitive level athletes. The findings suggest that by adopting an authentic leadership style coaches could strengthen athletes' positive mental health and protect them from mental illness. This may happen by increasing athletes' psychological capital and prosocial behaviour within the team and decreasing antisocial behaviour within the team.

Leader ethical voice and subordinate job performance: the chain mediating role of subordinate identification with leader and leader-member exchange

Introduction

Ethical voice is a valuable ethical behavior that enables organizations to promptly recognize and rectify unethical issues and practices, thus preventing severe dilemmas and crises. Despite its importance, the extant literature has yet to fully explore the impact of a leader's ethical voice on subordinate outcomes. This study bridges this gap by integrating social identity theory and social exchange theory to scrutinize the process by which a leader's ethical voice affects subordinate task performance.

Methods

We employ a serial mediation model to explore the mechanisms by which a leader's ethical voice enhances subordinates' task performance. Our theoretical framework is empirically validated using a dataset that includes 449 subordinate-leader pairings from Chinese enterprises.

Results

The survey results demonstrate that a leader's ethical voice has a significant positive impact on subordinate task performance. Subordinate identification with leader and leader-member exchange not only individually mediate the effects of a leader's ethical voice on subordinate task behavior but also jointly serve as a chain-mediated mechanism in the influence of a leader's ethical voice on subordinate task behavior.

Discussion

These findings illuminate the substantial effects that ethical leadership behaviors exert on employee performance and offer fresh perspectives on the intricate dynamics that govern this influence.

Leadership effectiveness through coaching: Authentic and change-oriented leadership

There has been an increasing shift towards individually owned leader development programs within organizations. Whilst leadership coaching is one of these and is gaining in popularity, the mechanisms of its effect remain poorly understood. We develop and investigate a model in which leadership coaching enhances leader effectiveness through coaching's positive effect on authentic and change-oriented leadership behaviours as well as self-efficacy. To assess the model, multi-source data were collected for organizational leaders (N = 70) pre- and post-coaching. To investigate mechanisms of coaching's effect, relations between latent change scores were assessed in structural equation modelling using partial least squares indicating that after accounting for base-line scores, coaching-related increases in authentic leadership behaviour has the largest total effect on leadership effectiveness.

The perceived leaders' authentic leadership, knowledge sharing within the team, and faculty members' creativity: A cross-sectional online survey in nursing academia

BACKGROUND

There hasn't been much recent research on leaders' authentic leadership, knowledge sharing within the team, and faculty members' creativity.

AIM

This study examined the perceived variables and predictors of academic nursing leaders' authentic leadership by their nursing faculty members, knowledge sharing within the team, and nursing faculty members' own creativity.

DESIGN

A cross-sectional design using a survey instrument was employed to answer the research questions.

METHODS

A convenience snowball sample of 105 academic nursing faculty members who worked at various universities in Jordan was recruited.

RESULTS

Academic nursing leaders' authentic leadership, knowledge sharing within the team, and nursing faculty members' creativity were perceived high by nursing faculty members. The highest and lowest means of the three concepts were reported. As evidenced by correlations, knowledge sharing within the team related to nursing faculty members' creativity without affecting academic nursing leaders' authentic leadership. The perceived academic nursing leaders' authentic leadership didn't predict knowledge sharing within the team or faculty members' creativity.

CONCLUSIONS

The current research fills critical voids in the reviewed literature. The results augment nursing leadership knowledge in academic settings. Academic nursing leaders' authentic leadership didn't predict knowledge sharing within the team or faculty members' creativity. These findings raise the flag; authentic nursing leadership should be synergized in conducive academic environments with other factors that may promote nursing faculty members' creativity, such as psychological safety and team environment.

The Real Deal: A Qualitative Investigation of Authentic Leadership in Irish Primary School Leaders

Recognition of the importance of authentic leadership is growing in popularity amonleadership scholars. However, little remains known about how it is valued or received among practicing school leaders. The purpose of this research was to explore the perspectives and experiences of school leaders with reference to authentic leadership in Irish primary school leaders. As this is a scoping study, a qualitative research design was adopted, using semi-structured interviews with school leaders. Core traits of self-awareness, balanced processing, relational transparency and internalized perspectives, that are associated with authentic leadership emerged as important for those interviewed. Barriers and facilitators of authentic leadership were also identified including educational policy, procedures and school culture.

Enhancing and Extending the Meta-Analytic Comparison of Newer Genre Leadership Forms

Interest in leadership research is growing, however, the rate of leadership learning is slowing down due to the proliferation of new leadership constructs. The objective of the present meta-analysis is to address the significant shortcomings in prior meta-analytic research on newer genre leadership forms by (a) utilizing a substantially greater number of studies and observations than in previous meta-analyses and (b) examining the meta-analytic correlations among the newer genre leadership forms. The results of the present study indicate that the newer genre leadership forms overlap to a greater degree than previously reported, while at the same time accounting for some degree of unique variance in the literature's most studied outcome variables; estimates of the relative contribution of each leadership form to the outcomes are provided, providing new insights into the distinctiveness of each leadership form. The findings suggest that pursuing an integrated theory and measure of newer genre leadership forms is a desirable future step for leadership research.

Nurses' authentic leadership and their perceptions of safety climate: differences across areas of work and hospitals

PURPOSE

This study aims to compare nurses' authentic leadership and perceptions of the safety climate and concepts association according to different areas of work and types of hospitals.

DESIGN/METHODOLOGY/APPROACH

A cross-sectional design was used to conduct this comparative study on 314 Jordanian nurses. The Authentic Leadership Questionnaire (ALQ) and the Safety Climate Survey (SCS) were used.

FINDINGS

Nurses in private hospitals were more educated. True leadership was mild. Unit nurses had higher ALQ and subscale mean scores. Armed forces hospitals had the highest ALQ subscales, while governmental hospitals had the lowest. The ALQ mean scores favored military hospitals. Governmental hospitals have a negative safety climate. Unit nurses had a higher SCS mean than ward nurses. Military, governmental and private hospitals are rated the safest. Nurses benefited from higher SCS scores in military hospitals. Nurses' ALQ and safety climate perceptions were moderately positive.

RESEARCH LIMITATIONS/IMPLICATIONS

A larger, randomized and equal-sized sample is recommended in future studies to conclude different areas of work and hospitals. It is also recommended to report the confidence interval in further studies using different statistical methods, increasing confidence when interpreting statistical significance variables. Other mediating, moderating and predicting variables could be studied and compared across different areas of work and types of hospitals. Sample characteristics should be handled as confounding variables in the next planned study using various ways to control confounding variables such as randomization, restriction, matching, regression and statistical control. The authors plan to statistically control for the confounding variables by entering them into the regression model. Future studies could investigate safety culture; both safety culture and safety climate are formative and inclusive terms (Experts Insight, 2017).

PRACTICAL IMPLICATIONS

This paper fills in the gap in the literature and practice. Authentic leadership is associated with safety climate perceptions and varies across different areas of work and hospitals. Interventions are required to improve safety climate perceptions and promote authentic leadership in all settings and hospitals. Military hospitals ranked the highest in nurses' perceptions of authentic leadership and safety climate.

SOCIAL IMPLICATIONS

The current study's favorable association between authentic leadership and safety climate measurement would apply to many high-risk institutions, including public and private hospitals. It becomes necessary to include the impacts of authentic leadership on the safe climate within the nursing curriculum and continuing education courses. This may be put into action by executing a hands-on activity, followed by information and reflection conversations that highlight the link between authentic leadership and safety climate measurement. According to the findings of this study, authentic leadership appears to be a basic block in making a difference in nurses' views of safety climate.

ORIGINALITY/VALUE

Authentic leadership style is a relatively new concept in the health-care sector, and its link to safety climate security still needs empirical evidence. It is still unclear how leadership resulted in more effective outcomes (Maziero et al., 2020). Few studies investigated both the concepts of authentic leadership and the nursing safety climate (Dirik and Intepeler, 2017; Lee et al., 2019a; Woo and Han, 2018). Aside from the scarcity of studies, no study has compared "working area," "department" or "hospital type" concepts. Few comparative studies have been conducted using concepts of interest. For example, authentic leadership was linked to empowerment and burnout (Laschinger et al., 2013) and nurses' satisfaction with safety climates (Vatani et al., 2021). No research has examined authentic leadership in Jordan's nursing and health-care context. Few studies focused on the safety climate other than authentic leadership (Abualrub et al., 2012) or the safety culture in Jordan rather than the safety climate (Khater et al., 2015).

The Trickle-Down Effect of Territorial Behavior: A Moderated Mediation Model

The present research seeks to explore how and when leader territorial behavior trickles down to the follower. Relying on social information processing theory, we hypothesize that territorial behavior has a trickle-down effect from leader to follower, and perceived insider status mediates the relationship between leader territorial behavior and follower territorial behavior. Competition climate is supposed to strengthen the effect of leader territorial behavior on perceived insider status. Two hundred and fifty-two dyads data of supervisor–subordinate in Chinese enterprises provided support for our hypotheses. The results suggest that leader territorial behavior is positively related to follower territorial behavior and that follower perceived insider status significantly mediates the relationship. Moreover, competition climate strengthens the negative relationship between leader territorial behavior and perceived insider status as well as the indirect effect of leader territorial behavior on follower territorial behavior via perceived insider status. Theoretical and practical implications are further discussed.