Authentic Leadership’s Impact on Follower Psychological Capital and Performance Through Organizational Identification and Role Clarity

IF 2.9 4区 心理学 Q2 PSYCHOLOGY, APPLIED
Hana Huang Johnson, Dustin Bluhm, Sean Hannah, Bruce Avolio, Paul Lester
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引用次数: 0

Abstract

ABSTRACTScholars have criticized positive leadership styles, such as authentic leadership, as being limited to influencing follower performance through relations-oriented behaviors without necessarily providing more task-oriented direction. Applying this behavioral leadership theory dichotomy, we extend authentic leadership theory and research by proposing and testing how authentic leadership influences followers’ psychological capital (PsyCap) and subsequent performance through both relations- (organizational identification) and task-oriented (role clarity) pathways. The results of a three-wave field study, multiple experiments, and a time-lagged, multi-source field study support that authentic leadership influences follower psychological resources and performance through both organizational identification and role clarity. Moreover, our results hold when controlling for other leadership constructs (ethical and transformational leadership) and other potential mediators that have been the focus of prior authentic leadership research (leader trustworthiness, leader identification, and LMX). We discuss the implications of our findings for expanding work on authentic leadership by examining a more task-oriented focus in future research, including how this research sheds light on several recent critiques of authentic leadership theory. Disclosure statementNo potential conflict of interest was reported by the author(s).Notes1 Scholars have used different terms or labels for these two perspectives including concern for people and production (Blake & Mouton, Citation1964), consideration and initiating structure (Stogdill, Citation1963), and employee versus production orientation (Likert, Citation1961).2 Due to 329 leaders having one follower, we also ran the analysis as a single-level analysis, and results are consistent with the results of the multi-level analysis.3 The 23 observed variables at Level 1 (6 items measuring role clarity, 6 items measuring organizational identification, 4 parcels measuring PsyCap, and 7 items measuring LMX) provided 276 observations as a result of the variances and covariances among the 23 observed variables (calculated as (p*(p + 1))/2) and 23 means. The 8 observed variables at Level 2 (4 parcels measuring authentic leadership and 4 parcels measuring transformational leadership) provided 36 observations as a result of variance and covariances among the 8 observed variables and 8 means. This totals 343. We loaded these items on each of their respective latent factors, so six latent factors were modeled. One factor loading in each of the six latent factors was fixed at 1. Thus, the number of parameters we estimated in this 6-factor CFA model was 25 factor loadings (31 observed variables minus the 6 fixed factor loadings) + 31 variances (because we have 31 observed variables) + 6 variances for each of the latent variables + 7 covariances (each pair of the 4 latent variables at Level 1 and the pair of the 2 latent variable at level 2) + 31 intercepts = 100 parameters. Thus, our degrees of freedom are 343–100 = 243, which are the degrees of freedom for the 6-factor model.Additional informationFundingThe work was supported by the Wake Forest Faculty Development Fund.
真实领导通过组织认同和角色明晰对追随者心理资本和绩效的影响
【摘要】学者们批评积极的领导风格,如真实的领导,仅限于通过关系导向的行为影响下属的绩效,而不一定提供更多的任务导向的指导。运用这种行为领导理论的两分法,我们通过提出和测试真实领导如何通过关系(组织认同)和任务导向(角色清晰)两种途径影响追随者的心理资本(PsyCap)和随后的绩效,扩展了真实领导理论和研究。三波场研究、多重实验和时间滞后、多源场研究的结果支持真实领导通过组织认同和角色清晰度影响下属心理资源和绩效。此外,当控制其他领导结构(伦理型和变革型领导)和其他潜在的中介因素(领导者可信度、领导者认同和LMX)时,我们的结果仍然成立。我们通过在未来的研究中研究更多以任务为导向的焦点,讨论了我们的发现对扩展真实领导工作的影响,包括这项研究如何阐明最近对真实领导理论的几个批评。披露声明作者未报告潜在的利益冲突。注1学者们对这两种观点使用了不同的术语或标签,包括关注人与生产(Blake & Mouton, Citation1964),考虑和启动结构(Stogdill, Citation1963),以及员工与生产导向(Likert, Citation1961)由于329名领导者只有一名追随者,我们也将分析作为单层次分析,结果与多层次分析的结果一致第一级的23个观察变量(6个测量角色清晰度的项目,6个测量组织识别的项目,4个测量PsyCap的项目,7个测量LMX的项目)提供了276个观察值,作为23个观察变量(计算为(p*(p + 1))/2)和23个平均值之间的方差和协方差的结果。第2层次的8个观察变量(4个包裹测量真实领导力,4个包裹测量变革型领导力)提供了36个观察值,作为8个观察变量和8个均值之间方差和协方差的结果。总数为343。我们将这些项目加载到它们各自的潜在因素上,因此我们对六个潜在因素进行了建模。六个潜在因素中每个因素的一个负荷固定为1。因此,我们在这个6因素CFA模型中估计的参数数量为25个因素负荷(31个观察变量减去6个固定因素负荷)+ 31个方差(因为我们有31个观察变量)+每个潜在变量的6个方差+ 7个协方差(水平1的4个潜在变量的每对和水平2的2个潜在变量的每对)+ 31个截距= 100个参数。因此,我们的自由度为343-100 = 243,这是6因素模型的自由度。这项工作得到了维克森林大学教师发展基金的支持。
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来源期刊
Human Performance
Human Performance PSYCHOLOGY, APPLIED-
CiteScore
4.30
自引率
0.00%
发文量
16
期刊介绍: Human Performance publishes research investigating the nature and role of performance in the workplace and in organizational settings and offers a rich variety of information going beyond the study of traditional job behavior. Dedicated to presenting original research, theory, and measurement methods, the journal investigates individual, team, and firm level performance factors that influence work and organizational effectiveness. Human Performance is a respected forum for behavioral scientists interested in variables that motivate and promote high-level human performance, particularly in organizational and occupational settings. The journal seeks to identify and stimulate relevant research, communication, and theory concerning human capabilities and effectiveness. It serves as a valuable intellectual link between such disciplines as industrial-organizational psychology, individual differences, work physiology, organizational behavior, human resource management, and human factors.
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