ARTICLE SUMMARY
Walumbwa, F. O., Wang, P., Wang, H., Schaubroeck, J., & Avolio, B. J. (2010). Psychological processes linking authentic leadership to follower behaviours. Leadersh Q 21 (5), Oct 2010.
Academic Empirical
324 times cited
By using the result of the questionnaires which are from 387 employees and their 129 immediate supervisors, to prove that authentic leadership behavior was positively related to supervisor-rated organizational citizenship behavior and work engagement, followers’ level of identification with supervisor and their feelings of empowerment.
Collecting data from 129 supervisors and 387 immediate direct reports of the employees in two telecom firms that were each located in a separate major city in china.
The survey …show more content…
Many psychological literatures had received considerable research attention for the four authentic leadership dimensions described above. These four dimensions have typically been studied separately with relatively little discussion of their being part of a common core construct and how these four dimensions affect each other. Previous research may only mention about their relationship with authentic leadership. When four components were combined (awareness, unbiased processing, authentic behavior, and relational orientation) the resulting composite variable was positively related to measures of psychological well-being, life satisfaction, and high self-esteem, and negatively related to contingent self-esteem measures. These findings consider the four components as indicators of a higher order latent construct. Therefore, this study is different from the others. Individual constructs form a core common factor of authentic leadership are discussed and tested. This study fully explains how authentic leaders enhance employee motivation and performance by supporting material, references and data which is much more all-rounded to explain the links between authentic leadership and employees’
Walumbwa, F. O., Wang, P., Wang, H., Schaubroeck, J., & Avolio, B. J. (2010). Psychological processes linking authentic leadership to follower behaviours. Leadersh Q 21 (5), Oct 2010.
Academic Empirical
324 times cited
By using the result of the questionnaires which are from 387 employees and their 129 immediate supervisors, to prove that authentic leadership behavior was positively related to supervisor-rated organizational citizenship behavior and work engagement, followers’ level of identification with supervisor and their feelings of empowerment.
Collecting data from 129 supervisors and 387 immediate direct reports of the employees in two telecom firms that were each located in a separate major city in china.
The survey …show more content…
Many psychological literatures had received considerable research attention for the four authentic leadership dimensions described above. These four dimensions have typically been studied separately with relatively little discussion of their being part of a common core construct and how these four dimensions affect each other. Previous research may only mention about their relationship with authentic leadership. When four components were combined (awareness, unbiased processing, authentic behavior, and relational orientation) the resulting composite variable was positively related to measures of psychological well-being, life satisfaction, and high self-esteem, and negatively related to contingent self-esteem measures. These findings consider the four components as indicators of a higher order latent construct. Therefore, this study is different from the others. Individual constructs form a core common factor of authentic leadership are discussed and tested. This study fully explains how authentic leaders enhance employee motivation and performance by supporting material, references and data which is much more all-rounded to explain the links between authentic leadership and employees’