Browsing by Subject "Authentic leadership"

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Open Access
Authentic leadership and organizational job embeddedness in higher education
(Hacettepe Üniversitesi, 2017) Erkutlu, H.; Chafra, Jamel
This study examines the relationship between authentic leadership and organizational job embeddedness and the mediating roles of psychological ownership and self-concordance on that relationship in higher education. The study sample encompasses 1193 faculty members along with their deans from randomly selected 13 universities in İstanbul, Ankara, İzmir, Kayseri, Antalya, Bursa, Samsun and Gaziantep during 2013-2014 spring semester. Faculty member’s perceptions of psychological ownership, self-concordance and organizational job embeddedness were measured using the Psychological Ownership Scale developed by Van Dyne and Pierce (2004), Perceived Locus of Causality Scale developed by Sheldon and Elliot (1999) and Organization Embeddedness Scale developed by Mitchell, Holtom, Lee, Sablynski, and Erez (2001) respectively. Avolio, Gardner, and Walumbwa’s (2007) Authentic Leadership Questionnaire was used to assess faculty dean’s authentic leadership behaviors. The results revealed a significant and positive relationship between authentic leadership and organizational job embeddedness and mediating roles of psychological ownership and self-concordance on that relationship.
Open Access
Effects of trust and psychological contract violation on authentic leadership and organizational deviance
(Emerald Group Publishing Limited, 2013) Erkutlu, H.; Chafra, J.
Purpose: The aim of this article is to examine the relationships between authentic leadership and organizational deviance and to test the moderating effects of trust and psychological contract violation on that relationship. Design/methodology/approach: Data were collected from ten state universities in Turkey. The sample included 848 lecturers and their department chairs chosen randomly. Moderated hierarchical regression was used to examine the moderating roles of trust and psychological contract violation on the authentic leadership and organizational deviance relationship. Findings: The results show that authentic leadership is negatively and significantly correlated with organizational deviance. In addition, the results of the hierarchical multiple regression analyses support the moderating effects of employee trust and psychological contract violation with regard to the relationship between authentic leadership and organizational deviance. Practical implications: Given that authentic leadership is associated with valued organizational outcomes such as lower workplace deviance, higher followers' commitment, job satisfaction and citizenship behaviors, organizational efforts to foster authentic leadership should prove fruitful. Moreover, focusing on efforts to improve leader-follower relationship and to create a trust-based work environment could increase the likelihood that authentic leadership will lower level of workplace deviance. Originality/value: This study contributes to the research on authentic leadership and workplace deviance by showing that trust and psychological contract are relevant affect-related variables in determining the importance of authentic leadership perception to subordinate workplace deviance. Furthermore, by incorporating trust and psychological contract (for the first time), it is a response to recent calls for integration of authentic leadership, organizational deviance, trust and psychological contract literatures (Gardner et al.; Ilies et al.). These calls have contended that trust and high quality leader-follower relations are fundamental to linking authentic leader behavior to follower behaviors, yet to date empirical evidence does not exist.