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Authentic leadership, empowerment and burnout: a comparison in new graduates and experienced nurses
- Journal of Nursing Management
, 2012
"... Aim To examine the effect of authentic leadership and structural empowerment on the emotional exhaustion and cynicism of new graduates and experienced acute-care nurses. Background Employee empowerment is a fundamental component of healthy work environments that promote nurse health and retention, a ..."
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Aim To examine the effect of authentic leadership and structural empowerment on the emotional exhaustion and cynicism of new graduates and experienced acute-care nurses. Background Employee empowerment is a fundamental component of healthy work environments that promote nurse health and retention, and nursing leadership is key to creating these environments. Method In a secondary analysis of data from two studies we compared the pattern of relationships among study variables in two Ontario groups: 342 new graduates with <2 years of experience and 273 nurses with more than 2 years of experience. Results A multi-group path analysis using Structural Equation Modelling indicated an acceptable fit of the final model (v2 = 17.52, df = 2, P < 0.001, CFI = 0.97, IFI = 0.97 and RMSEA = 0.11). Authentic leadership significantly and negatively influenced emotional exhaustion and cynicism through workplace empowerment in both groups. Conclusions The authentic behaviour of nursing leaders was important to nurses ’ perceptions of structurally empowering conditions in their work environments, regardless of experience level, and ultimately contributed to lower levels of emotional exhaustion and cynicism. Implications for nursing management Leadership training for nurse managers may help develop the empowering work environments required in todays health-care organizations in order to attract and retain nurses. 3
Directors " (2014). Doctoral Dissertations. Paper 433. Examining the Influence of Ethical and Authentic Leadership Behaviors
, 2014
"... Leadership is one of the primary critical attributes of any enterprise. Leaders within and outside of sport establish a guiding vision that communicates the organization's purpose, culture, structures, systems, and goals to organizational members in ways that motivate them to work on its behalf ..."
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Leadership is one of the primary critical attributes of any enterprise. Leaders within and outside of sport establish a guiding vision that communicates the organization's purpose, culture, structures, systems, and goals to organizational members in ways that motivate them to work on its behalf. The current study sought to determine the role of athletic director (AD) leadership on the performance of NCAA Division I FBS athletic departments. A sample of 363 staff members across 55 institutions provided information related to the ethical and authentic leadership practices of their athletic directors, the presence of high-performance work systems (HPWS) within their departments, their positive organizational behavior (POB) at work, and their level of value congruence with their ADs. These variables, along with three department-level variables (athletic revenue, athletic prestige, and academic reputation) were entered into a multi-level model of athletic and academic performance in athletic departments. Findings demonstrated connections between both forms of leadership on the POB of athletics staff, though staff members ’ POB could not be tied to department performance. Additionally, HPWS mediated the connections between AD leadership
Conference “Next Steps for Public Administration in Theory and Practice: Looking Backward and Moving Forward”
, 2014
"... The influence of leadership on creativity: A systematic review of experimental studies ..."
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The influence of leadership on creativity: A systematic review of experimental studies
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"... Effectiveness of psychological capital on mistake management culture as a resource for learning in organization ..."
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Effectiveness of psychological capital on mistake management culture as a resource for learning in organization
AUTHENTIC LEADERSHIP, CREATIVITY, AND INNOVATION: A MULTILEVEL PERSPECTIVE
"... This study proposes and empirically tests a multilevel model of cross-level interactions between authentic leadership and innovativeness at the team level, and perception of support for innovation and creativity at the individual level. We use data from 23 team leaders and 289 team members. The hier ..."
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This study proposes and empirically tests a multilevel model of cross-level interactions between authentic leadership and innovativeness at the team level, and perception of support for innovation and creativity at the individual level. We use data from 23 team leaders and 289 team members. The hierarchical linear modeling analysis showed that whereas perceived team leaders ’ authentic leadership directly influences team members ’ individual creativity and team innovativeness, the effect of self-ascribed team leaders ’ authentic leadership was not significant. In addition to that, the relationship between team leaders ’ authenticity and creativity is mediated by perception of support for innovation. 1
Declaration of originality
, 2014
"... Capital research: A critical analysis and theoretical and empirical extensions to individual- and team-level measurement. by ..."
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Capital research: A critical analysis and theoretical and empirical extensions to individual- and team-level measurement. by
Recommended Citation
, 2013
"... This Doctoral Dissertation is brought to you for free and open access by the Educational Policy Studies and Evaluation at UKnowledge. It has been accepted for inclusion in Theses and Dissertations--Educational Policy Studies and Evaluation by an authorized administrator of UKnowledge. For more infor ..."
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This Doctoral Dissertation is brought to you for free and open access by the Educational Policy Studies and Evaluation at UKnowledge. It has been accepted for inclusion in Theses and Dissertations--Educational Policy Studies and Evaluation by an authorized administrator of UKnowledge. For more information, please contact
ASSESSING THE EFFECTIVENESS OF AUTHENTIC LEADERSHIP
"... The effectiveness of authentic leadership (AL) has been empirically evaluated in this paper. It has been found that authentic leadership has been understood as a three dimensional, second order construct by Indian respondents. The study indicates that AL, as measured by the 16 items of the Authentic ..."
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The effectiveness of authentic leadership (AL) has been empirically evaluated in this paper. It has been found that authentic leadership has been understood as a three dimensional, second order construct by Indian respondents. The study indicates that AL, as measured by the 16 items of the Authentic Leadership Questionnaire (ALQ), leads to seven different dimensions of effective management and five different dimensions of effective leadership as measured by 42 variables. The paper concludes that AL leads to effective management and leadership performance. Leadership is the process of influencing a group of individuals to achieve shared objectives (Northouse, 2013; Yukl, 2011). The primary function of leadership is to produce change and movement, while the primary function of management is to provide order and consistency to organisations (Northouse, 2013). As both leadership and management are processes, anybody can execute leadership or managerial functions at different times. Leaders cannot be called as leaders simply by virtue of the position they hold in organizations (Kellerman, 2012). The execution of management and leadership functions by leaders situated in organizations has been examined in this paper. Driven by concerns of ethical conduct of today’s leaders, several authors have studied
AUTHENTIC LEADERSHIP, TRUST AND BERHAVIOR OUTCOMES
"... This study aims to examine how to develop trust relationship between subordinates and leaders through authentic leadership, and the influence of trust on subordinates ‟ behavior outcomes in the organization. Especially, we separate trust into subordinates trust in leaders and subordinates perceived ..."
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This study aims to examine how to develop trust relationship between subordinates and leaders through authentic leadership, and the influence of trust on subordinates ‟ behavior outcomes in the organization. Especially, we separate trust into subordinates trust in leaders and subordinates perceived being trusted by their leaders. A questionnaire survey was conducted by convenient sampling in three companies of employee perception. Three hundred and six valid questionnaires in total were collected The finding shows that (1) authentic leadership has a positive effect on subordinates trust in leaders and subordinates perceived being trusted by their leaders (2) subordinates trust in leaders doesn‟t have significant effect on work performance and organizational citizenship behavior (3) subordinates perceived being trusted by their leaders has positive and significant effect on work performance and organizational citizenship behavior.
