Does a leader's authentic leadership practice and leadership communication impact a follower's organizational commitment? What factors make a significant difference in leadership?
The role of organizational commitment influences work-related outcomes such as job performance, organizational citizenship behaviors,cwillingness to share knowledge, absenteeism, tardiness, and turnover
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If the leader has positive attitude and appreciate others efforts as a consequence employee will have a commitment to do what Leader order or decide.
Participative style, accepting suggestions, promoting open communication, creating trusting environment, praising and rewarding for better work, acknowledging the potential of subordinates, etc are practices/factors that make the leader authentic and impact the followers' organizational commitment.
Hi Pete,
As Krishnan suggested, the management ability is what makes a good leader.
Please view the attached image.
I would not use the term authentic leadership-from everything I have it is a mish mash concepts with no clear definition--if you mean honesty or integrity call it what it is and measure just that-
I agree with Edwin. An old book by Jan Carlzon (former SAS CEO), "The moment of the truth" establishes a simple rule: Any company is going to suffer situations where real values of people commanding it are going to become transparent.
If they pass the test, their behavior can be inspiring for some others because it will be clear that they don't pay lip-service but they behave in agreement with principles.
If they don't pass the test, their values won't be less evident and, of course, they cannot ask for a commitment that they show they don't have.
Here are two papers from a point/counterpoint exchange that give different perspectives on authentic and other values-based leadership models.
Hannah, S. T., Sumanth, J. J., Lester, P., & Cavarretta, F. (2014). Debunking the false dichotomy of leadership idealism and pragmatism: Critical evaluation and support of newer genre leadership theories. Journal of Organizational Behavior, 35(5), 598-621. doi: 10.1002/job.1931
Mumford, M. D., & Fried, Y. (2014). Give them what they want or give them what they need? Ideology in the study of leadership. Journal of Organizational Behavior, 35(5), 622-634. doi: 10.1002/job.1921
If authentic leadership means: integrity then say so--say what you mean--further, as a leader you have to consider which values you want to promote--you can have integrity about the wrong values which leads to disaster-- I recommend John Allison's new book: "The Leadersrhip Crisis..." for a value system that led to long term success for BB&T-
Hello All!
As Edwin suggests, 'authentic' as a tag lacks precision. And as Pete highlights in his original question, we are anyway dealing with processes of (human) 'perception'.
I suggest a concept more grounded in psychological / leadership research: 'empathy'.
Effective leadership communication might be explained by reference to empathy where a leader appear able to empathize and respond to / act on their ability to pre-empt and understand how diverse others (e.g. 'followers'?) might perceive this leader's expressed values and other behaviors.
Keith
I have no problem with empathy but it is more a psychological trait than a moral principle--I would not put them in the same category
Interesting point, Edwin. Are you suggesting that 'moral principles' exist outside of human psychology?
Moral virtue are not based in psychology but philosophy--I agree with the core virtues in Ayn Rand's philosophy: rationality, independence, integrity, productiveness, justice, honesty and pride--the standard of virtue of life (what makes thriving possible). For an example of how these virtues were applied to business with great success (at BB&T), see John Allison's new book: The Leadership Crisis and the Free Market Cure.
I do not know was authentic leadership means and have never seen an intelligible definition--if it means honest, then that is the term that should be used