Authentic Leadership

"The past decade has seen a dramatic increase in scholarly interest in the topic of authentic leadership. We review this literature with the goal of clarifying the state of knowledge in the field. We begin with a historical overview of the construct's definition and evolution. Next, we present the results of a content analysis of 91 publications that focus on authentic leadership. Specifically, we examined the publication type (theoretical, empirical, and practitioner), contributors (e.g., discipline, nationality, and institutional affiliation), theoretical foundations, research strategies, sample location/type, data collection methods, analytical procedures, and nomological network of authentic leadership. We conclude by presenting an agenda for future research.

Keywords
Authenticity; Authentic leadership; Content analysis"

This book is a philosophical exploration of the relationship between leadership and organization. Each chapter in the book sheds light on this relationship by exploring leadership with respect to a particular theme: charisma, authority, religion, language, authenticity, image and followership. These themes are linked to popular notions of leadership, such as transformational leadership, authentic leadership and servant leadership.

Offering insight into the ways in which leadership is understood in contemporary culture, the main thesis of Leadership and Organization is that understandings of leadership today are still shaped by the figure of the charismatic leader, even though charismatic leadership itself has lost much of its appeal. The clearest expression of this paradigm is the leadership-management distinction, where the leader is someone who transcends the organization and the manager someone who resides within the organization. Drawing on a broad variety of sources in continental philosophy, the author explores the central philosophical question of how leadership can be understood in relation to organization.

A large body of evidence suggests that leadership can be learned, and followers may respond to such learned behavior positively. Indeed, motivation, engagement, health, and wellbeing of employees in an organisation depend on the quality of the managers to a great extent. In this context, managers need to be equipped with the skills and behaviors both to engage and to protect the health and wellbeing of their teams. In this chapter, the theoretical backgrounds of transformational leadership and authentic leadership are explained, and these theories are compared and contrasted with each other. It also discusses how these leadership theories might help to enhance positive psychological abilities and positive attitudes of both leaders and their followers, and how these leadership theories contribute to the development of the management-training programs.

Managers are installed by the organization’s stakeholders and shareholders to increase the organization’s value; at the same time, they depend on their subordinates’ acceptance to fulfill this leadership role. If the interest of the organization collides with the interest of their team, some managers act in the interest of their followers accepting potential disadvantages for their organizations and/or external stakeholders. In two experimental studies comprised mainly of German (N = 111) and US (N = 323) managers, we examined combined effects of authentic leadership, organizational identification, and self-perceived team prototypicality on managerial integrity operationalized as expressing work-related concerns to prevent organizations from harm (i.e., managerial voice). Our results show direct effects of authentic leadership and organizational identification on voice behavior across both studies. Furthermore, organizational identification increased voice for managers’ low in authentic leadership pointing at a compensation effect. Finally, leader team prototypicality decreased the effect of identification on voice for managers high in authentic leadership but increased voice for managers low in authentic leadership, but only if these managers identified with their organization. In sum, our findings complement prior research that focused mainly on safety and instrumentality concerns by emphasizing the relevance of self-related antecedents of managerial voice.

Authentic leadership is changing our understanding of what makes good leadership. However, few studies have explored how followers’ individual differences and the nature of the task they perform affect its relation to followers’ work outcomes. We examine the moderator role of two core task types (intellective vs. generative) and two personality traits (conscientiousness and emotional stability) in the relationship between two leadership feedback styles (authentic vs. transactional) and task performance or work result satisfaction in a two-wave experiment. The sample consisted of 228 participants enrolled in an organizational psychology course, 34% of whom had work experience. Our results show that over time the effect of an authentic feedback style on task performance became stronger for those participants who previously scored very low on intellective tasks or very high on generative tasks. Furthermore, a significant three-way interaction between these two traits and our leadership feedback styles indicates that the effect of authentic feedback conforms different patterns depending on the followers’ personality traits and the type of task they perform. Moreover, authentic feedback had a stronger effect on participants’ work result satisfaction. Participants with low levels of either conscientiousness or emotional stability displayed higher levels of satisfaction in the authentic feedback condition.

In higher education teaching, a leadership lens is used to conceptualize teaching quality as ‘instructor-leadership’. Instructor-leadership research has largely focused on transactional and transformational leadership. But, increasing student distress along with the existence of mediocrity and abusiveness in higher education teaching warrants the study of authentic instructor-leadership. The aims of this study are to show that (a) authentic instructor-leadership is related to students’ academic performance via the mechanism of student engagement and (b) leader distance moderates the relationship between authentic instructor-leadership and student engagement. The proposed moderated mediation model was tested using 620 undergraduate students from a university located in Trinidad. Using structural equation modeling, the findings supported student engagement as a partial mediator and leader distance as a moderator. This study contributes to leadership and education by (a) investigating a timely form of instructor-leadership that shifts the field toward morality in teaching, (b) identifying a key mechanism in authentic leadership research, and (c) empirically examining the role of leader distance while providing a novel and conceptually sound approach to doing so. Unexpected findings, limitations, and suggestions for future research are discussed. Recommendations are outlined for self-evaluation and behavioral training.

The purpose of this study was to acquire meaningful insights on the determinants of creativity with a meticulous examination, and by dint of that, expand the concerned literature. To accomplish the same, a conceptual model that includes authentic leadership, employee creativity, and leader-member exchange (LMX) was methodically developed and evaluated. This research is a quantitative study incorporating a self-report survey. The data were amassed from hotel employees in Northern Cyprus. Data from 314 applicable surveys were analyzed using Statistical Package for the Social Sciences (SPSS)-22 and analysis of a moment structures (AMOS)-18 programs. Based on the findings, it can be deduced that authentic leadership has a considerable impact on employee creativity, while LMX plays an intermediary role in this relationship. The results of this study are useful and relevant for both researchers and policymakers.

This study examined the factor structure of the School Counselor Leadership Survey (SCLS). Survey development was a threefold process that resulted in a 39-item survey of 801 school counselors and school counselor supervisors. The exploratory factor analysis indicated a five-factor structure that revealed five key dimensions of school counselor leadership: (a) interpersonal influence, (b) systemic collaboration, (c) resourceful problem solving, (d) professional efficacy, and (e) social justice advocacy. This article discusses implications for practice, research, and training.

Authentic Leadership (AL) literature supports the existence of a positive relationship between perceived
AL, follower work engagement, and positive attitudes like calling. Our research doesn’t confirm that rela-tionship and fosters the possibility of AL influence could not be felt by employees. It was also expected,
theoretically, a positive effect of Calling as well as with trust. We have found a significant negative effect
on the relationship between AL and calling. But our findings brought some positive insights. There was a
positive significant relationship between calling and work engagement. Calling had also moderated, with
a positive significant result, the relationship between AL and work engagement. Future research should
focus on the importance of perceived AL within the education public services, and the significant effect of
calling on work engagement. Our study suggests that organizations could promote employee calling work
orientation, stimulate leaders to become more authentic, and improve positively organization performance.

A leader may try various approaches to lead and manage an organization that helps to formulate strategy, adopt the positive direction and motivation, and above all lead to subordinate wellbeing. In the current study, an attempt is made to study the impact of the authentic leadership of the leaders on the subordinate wellbeing. The current study adopted a survey method to test the hypotheses. Authentic Leadership was measured by a 16-item scale developed by Avolio, Gardner and Walumbwa (2007). General Wellbeing was measured by a 19-item scale developed by Dupuy (1970). The data were collected from a sample of 315 respondents from the organization of the Petroleum Industry. Statistical Package for the Social Sciences (SPSS) version 20 was used to assist both quantitative and qualitative data analysis and maintained the transparency and credibility of the research. The results revealed the significant correlation between the authentic leadership of the leaders and subordinate wellbeing in the Petroleum Industry.

This article suggests that the new management discourse of authentic leadership is deeply problematic because it fails to take into account how social and historical circumstances affect a person's ability to be a leader. It examines some of the arguments made by proponents of authentic leadership theory, and contrasts these claims about authenticity with Hannah Arendt's concept of uniqueness, as well as considering Heidegger's notion of authenticity as resoluteness. It also looks at the ways in which authentic leadership fails to address issues related to power and privilege by looking specifically at how silence operates. The author argues that it is vital to consider how authenticity manifests itself differently depending upon a person's place in the world, and looks at how silence influences notions of autonomy, and a person's ability to take up space within the public sphere.

Sürdürülebilir rekabet avantajı (SRA) alanyazında birçok çalışmaya farklı boyutlarıyla konu olmaktadır. Kavram karmaşasını ortadan kaldırmak için Garriga ve Mele (2004: 57) literatür ta-ramasında SRA konulu çalışmaları 4 grupta toplamıştır. Bunlar ; • Kar elde etme anlamıyla SRA • Örgütün sosyal gücü ve diğer eklentilerinin bir bileşeni olarak SRA • Örgütün içinde bulunduğu toplumda hayatını idame ederken yapmış olduğu sosyal söz-leşme anlamıyla SRA, • Etik ve ahlaki sorumlulukların anlamı olarak SRA. Waldman ve Siegel (2008: 120) işletmelerin temel amacı olan karın maksimizasyonunu ya-parken ahlaki ve etik konularındaki sorumluluklarına uymayı SRA olarak tanımlamıştır. Ahlaki ve etik sorumluluklarını yerine getiren bir işletme kısa vadede kar maksimizasyonunu sağlaya-masa da uzun dönemde rekabet avantajını elde ederek karını arttırmaktadır. Secchi (2007: 351) 1 Dr. Öğr. Üyesi, Sinop Üniversitesi, Boyabat İİBF, İşletme Bölümü, [email protected], http://orcid.org/0000-0003-1413-7422 Psikolojik Rahatlık Algısının Otantik Liderliğin Sinizmin Üzerindeki Etkisinde Aracı Rolü Öz Bu çalışmada örgütlerde otantik liderliğin sinizm üzerin-deki etkisinde psikolojik rahatlık algısının aracı rolü sorgu-lanmıştır. Otantik liderlik davranışı liderlerin örgütte bi-reylerin düşünce, inanış, kültürüne farkındalığını öne çı-karan davranışlarını ifade etmektedir. Otantik liderliğin oluşturacağı güven ve hoşgörü kültürüyle psikolojik rahat-lık algısının ortaya çıkacabileceği düşünülmektedir. Psiko-lojik rahatlık algısı bireylerin saygıya dayalı kişilerarası iliş-kilerde psikolojik risk hissetmeden konuşması ya da dav-ranmasını ifade etmektedir. Sinizm bireylerin umutsuz-luk, hayal kırıklığı vb. olumsuz duygularla karşı tarafa olan güveninin sarsılması ve inancının kaybolmasını ifade et-mektedir. Sinop ilinde aynı sektörde üretim yapan yerel fabrikaların 200 çalışanı üzerine uygulanan anket sonuç-larına göre otantik liderlik davranışlarının sinizme olum-suz etkisi gözlenirken psikolojik rahatlık algısının kısmi aracılık etkisi de gözlenmiştir. Abstract In this study mediating role of psychological safety on the relationship between authentic leadership and cynicism is questioned. Authentic leadership is defined as leaders' behaviors which reveals awareness to the thought, belief and culture of followers in an organization. Psychological safety is thought to be predicted with the tolerance and trust culture formed by authentic leadership. Psychological safety perception explains the mood of a person who doesn't sense or feel interpersonal psychological risk in respect based interpersonal relations. Cynicism explains the mood of individuals in which they lose their trust and confidence on the result of their negative experiences like disappointment and disillusionments. According to the results of surveys, which were conducted on 200 employees, working in the local factories at the same sector in Sinop, the negative effect of authentic leadership on cynicism and partial mediating effect of psychological safety were observed. Anahtar Kelimeler: Psikolojik Rahatlık, Sinizm, Otantik Li-derlik, Sürdürülebilir Rekabet Avantajı

El liderazgo resulta fundamental para la eficacia de los equipos de trabajo y las organizaciones de las que forman parte. Los retos que afrontan estas en la actualidad requieren una revisión exhaustiva del papel estratégico del liderazgo. En este empeño, es preci- so explorar nuevas modalidades de liderazgo, que permitan responder eficazmente a nuevas necesidades de trabajo, como el dise- ño para el cambio y la innovación, la diversidad cultural, la complejidad, el trabajo basado en el conocimiento y las organizaciones virtuales. La respuesta a estas demandas ha motivado el desarrollo de nuevos enfoques, como el ‘nuevo liderazgo’, el liderazgo au- téntico, transcultural, complejo, compartido y remoto.
El objetivo de este artículo es revisar los principales trabajos sobre estas nuevas formas de liderazgo. Para ello, se analizarán los principales modelos teóricos y líneas de investigación y se discutirán las implicaciones prácticas orientadas a la intervención y a la dirección de equipos de trabajo.

Leadership is a positive and key force as Leaders create better organizations, better communities, and a better world.  Leadership is required for many reasons and is a never-ending journey.
A good leader thinks rationally and focusses on what is to be done. They have the big picture as well as focus on the details to understand the causes and find a solution to the problem. Great leaders trust the people who work with them by listening actively and attentively to understand the situation.  They listen, respond, and not react. They delegate and instil confidence to act independently and decisively.
Great leaders will give the respect due to the experts and try to get the best out of them. They cannot be whimsical.  They will never ridicule or berate others or speak ill of the previous leaders. Great Leaders will readily admit their mistakes and open for suggestions to improve. They never can be arrogant at any time. People who do not have leadership skills are good at making jibes and blaming others.
Leaders must have the ability to visualize the path to see the light at the end of the tunnel before others can see it. They need to be transparent and innovative, ready to learn from early setbacks and consolidate. Leaders need to have fortitude, the mental and emotional strength to face the adversity. Trust involves being trustful and trustworthy. A virtuous leader tends to trust others, and is trustworthy.
Leaders must have the ability to inspire, motivate, and foster commitment to a shared purpose Leaders need to embrace complexity as opportunity, value collaboration, and develop a network mind-set.  Leaders must take ownership and accountability.
The arrival of Covid-19 has turned the world upside down. COVID-19 has put us in the midst of a devasting calamity that has made most people helpless and this is the time we look upon our leaders to deal with the resultant crisis and save us. Good leadership is essential especially at turbulent times like a compass in unknown terrain. But unfortunately there was a collective global leadership failure. The COVID-19 has exposed the dearth of real leaders. COVID-19 has proven that pathogens thrive in disruption and disorder
Most of the current global leaders are populist leaders. They may good in running an effective campaign or a giving a stirring speech. Democratic leadership is not necessarily populist and about popularity. Doing what is right is more important.  Competence and confidence are not same. Kindness is contagious and it calms the situation and heals faster We need a kind and gentler approach and not a stern and aggressive approach during the pandemic.
The current Covid-19 situation requires leaders to identify and address the most critical issues at each point. They are required to think ahead, and retain the sight of the bigger picture to avoid decisions that could have unintended adverse consequences now or in future. The rapidly changing nature of this crisis necessitates agility in thought well as action.  As the situation evolves, Leaders must evaluate and recalibrate the way forward continually
Most of the male elected leaders seems to have no clue and were not able to lead. They tried the traditional method of controlling and were not transparent or authentic with the result that they were not able to instil any confidence on the people. They failed to show the leadership during the Crisis.
Exemplary leaders during this pandemic were compassionate, courageous, databased, decisive, and kind. They engaged in calm, caring, clear, empathetic, honest, science-driven, and transparent communications to the media and public.
Leadership has to change from an individualistic to collective process that requires a paradigm shift of leadership spread across networks of people. By democratizing and by innovating we need to develop collective and responsible leadership. Leaders should be willing and ready to change as the situation demands. They also should articulate enough to communicate the vision of the organization and drive everyone towards the attainment of that vision.
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The aim of this study is to investigate the predictive relationship between authentic leadership and trust to supervisor. The data were collected from 104 employees from a variety of jobs and industries in a collectivistic culture, Turkey. In the scope of this study, existing scales are used to collect data. Employees completed the ten-itemed one factor solution trust to supervisor scale and sixteen-itemed four factor solution authentic leadership scale. Structural equation modeling was conducted to test the research hypothesis. The structural equation modeling results showed a strong positive relationship between authentic leadership and trust to supervisor. The results are discussed along with practical implication, suggestions for future research and limitations.

Abstract: This study explores the leadership actions-oriented behavior of school principals in Finland. Actions-orientated behavior
enables the leader to appropriately articulate relations and task orientation to meet the immediate contextual demands and
to accommodate followership toward change and development. The leadership actions-orientated behavior of Finnish school
principals were studied in three schools. In-depth interviews with school actors (principals, vice principals, teachers, special
educators, and nonteaching staff) were conducted to triangulate the analyzed data. It was found that leadership actions-oriented
behavior enabled school leaders to articulate appropriate behavioral patterns to generate motivation and commitment. The
results suggest that actions orientations toward high-on relations enabled leaders to achieve leadership success, while actions
orientations toward high-on task enabled leadership effectiveness. Actions-oriented behavior toward high-on task enables
leadership flexibility with greater leadership elasticity. The results suggest that school actors anticipated a relational approach,
whose actions orientations were high-on task. The results also suggest that relations-oriented behavior is rationally applied by
school leaders who have remained in the organization for a longer time to strengthen the systematic approach. It was found
that leaders’ actions orientation with high-on task were more effective, while leadership actions orientation with high-on
relations generated social harmony. The results suggest that leadership actions-oriented behavioral flexibility and mobility can
be maintained by articulating high relations to low relations and high task to low task, not necessarily from task to relations or
relations to task alone. In doing so, a leader’s personality is prevented from distortions and behavior dysfunction.

Keywords: leadership behavior, actions-oriented behavior, relations-oriented behavior, task-oriented behavior, contextual variation,
leader’s case study, behavioral articulation, Finland, Skills, Ability, Competences and Intelligence (SACI)

"Driving leadership style" enhances local participation and involvement in school in reducing a gap between the school and the local community. As gap filler, leadership role was therefore instigated to drive the local community to participate and involve in the School. The purpose of this exploration was to analyze the driving leadership ability to initiate participation and involvement in the school for bringing development and school. Semi structured interview was conducted as a research method. The analyses of the data were triangulated for reliability and validity. The initiation of driving leadership brought about collaborative teaming, collective values creating harmony with toning, being confident for tasking and setting the mission according to the vision with timing and participating and involving with transforming. Ability of driving leadership style displayed the magnitude of progress upon foundational improvement at the beginning of their participation and involvement. Driving leadership style was viewed importance for changes and development bringing the driving forces with participating from the bottom as a lead follower. Driving leadership style acclaimed to be successful in eliminating the status quo and restraining forces in the teachers, parents, local groups and the external developmental agencies. Initiatives for task and considerate for the employees was an essence of producing intelligence to contextual phenomena that driving leadership style pursued demonstrate before the followers. This allowed the employees to concentrate for task and become motivated to accomplish with commitment. The effectiveness of driving leadership style resulted with maximum participation and involvement creating the chain effect in the community and influencing them to become concerned for the school. Driving leadership style by virtue appeared to be working inside out and outside in. This indicated to reach inside into the micro level to meso and to the macro and visa versa. Remaining as a lead follower in the team, driving leadership intellectual capabilities to contextual setting proved aspiring concern for task and for employees. (Contains 5 figures.)

This paper draws on Jean-Luc Marion’s notion of non-objective phenomena to discuss the difficulty of studying leadership. Marion conceptualises non-objective phenomena as phenomena that cannot be captured by scientific methods. Attempts to do so result in a poor understanding of the phenomenon as it gives itself. Put differently: non-objective phenomena remain invisible to the gaze of the researcher. The paper shows how leadership scholars are indecisive about the question of whether leadership is to be understood as an objective or as a non-objective phenomenon. Or more precisely they tend to understand leadership as a non-objective phenomenon, but study leadership as if it were objective. This mismatch, the paper suggests, explains why leadership studies tends to oscillate between objectivist science and (pseudo) religious image making and why it struggles to find a foothold in either sphere. In light of this problem, the paper suggests ‘leadership image studies’ as a possible way forward.

The present paper presents the GLOBE leadership behaviour of humane orientation as a moral construct within the ethical leadership theories of transformational leadership, servant leadership, and authentic leadership. A discussion of the country cultures of the United States, China, and Mexico and an articulation of how each of these theories is received and practiced in response to the leadership behaviour of humane orientation support the use of these theories in all three countries' cultures. In particular, the use of these theories may be advantageous in increasing the use of humane-oriented behaviours in these country cultures, which supports an expressed humane orientation value in the United States, China, and Mexico.

In the highly competitive environment of the business world, organizations implement human resource policies and practices to increase the motivation and performance of employees. Efforts to keep employee turnover at minimum levels are directly proportional to employee satisfaction and their willingness to stay in the organization. Employees' dissatisfaction, leaders' attitudes and behaviours, human resources policies determine the life of the organizations. The increase in the employment turnover rate can decrease the performance of the organization, bring additional costs and cause employee trainings to be ineffective. In particular, the qualified employees can easily leave the organization if they do not like the management approach leads to the formation of different management understandings and perspectives. The leadership style of the managers and the human resources policies can shape the future of the organizations. Therefore, it is important to conduct studies in this field to help the senior managers to make decisions and demonstrate their leadership roles. The sample of this study consists of 498 white-collar employees working in the private and public sector. The findings were subjected to factor and reliability analyses by using IBM SPSS 23 program. The hypotheses were tested by regression analysis and the results were evaluated and presented accordingly.

"Driving leadership style" of the school leadership proclaims to be important in bringing about changes in behavioural aspect of the followers. The hallmark of driving leadership style illustrated the characteristic of teaming, toning, tasking, timing and transforming with realistic view to subjective approach. This allowed the leadership to understand the human relationship approach while instigating as a lead follower in the group. The purpose of the study was to explore, the pertinence of leadership and how they grow with the followers. Semi structured interview were implemented with different actors with two sets of interview schedules separately designed for the school leaders and the other actors. Driving leadership style moreover, reflects to demonstrate the ability of working from middle as a lead follower allowing the opportunity to understand and knowing of followers. This somehow built the confident to the school leaders to overcome with the difficulties related with organizational climate. Driving leadership style illustrated to bring about social harmony and cohesive within the organizational behavioural settings furthering leaders to grow with the followers. (Contains 2 tables and 4 figures.)

In a qualitative study assessing students' perceptions of faculty-student interaction in the online learning environment, findings demonstrated that students make meaning of faculty-student interaction in ways that align with authentic leadership behaviors. Faculty interaction, or lack thereof, shaped students' perceptions of faculty authenticity and commitment to students' learning outcomes. Students indicated satisfaction in their leadership learning experience when instructors were perceived as authentic in their actions.

Culture and climate are intertwined, but not the same. Anthropologically speaking, culture is related to personality, while climate is akin to attitude, relating to the psychological issue of anthropological problems. Culture and climate reflect a school's environment. A school's culture is often determined by its leadership as they work to enhance a policy system. Open-ended interviews were conducted in schools from Nepal and South Africa with the school actors. Data was analyzed through triangulations, which validated the reliability of interpretations. The findings suggest that educational leadership strategies towards managing the psychological issues arising from anthropological problems create a healthy environment. A single culture may define the uniqueness of a school. However, having one culture for shaping the climate is not necessary. Leadership approaches were limited to a few individuals rather than the entire student body, thus hampering attempts to enrich the school climate. However, school leadership does reach the entire school's professional community.

KEYWORDS: Climate Group, Culture and Climate Formation, Contextual Variations, Leadership Behavior, Multi-flex Leadership Style, Organizational Behavior, School Professional Community, Microclimate

Authentic leadership, as a new leadership concept emerging from the demand for honest and reliable leaders, has attracted the attention of the business community. The relationship between authentic leaders and their followers is being investigated across many disciplines. This study focuses on authentic leadership in sales management and explores how it affects the task-related outcomes of salespeople, such as learning orientation, customer orientation, intrinsic motivation and working hard. The data for the study were obtained from 364 salespeople and analysed using the partial least squares method. The results indicate that authentic leadership has significant positive effects upon learning orientation (β=0.251; p<0.01), customer orientation (β=0.358; p<0.01), intrinsic motivation (β=0.334; p<0.01), and working hard (β=0.251; p<0.01). As the theory suggests that authentic leadership makes important contributions to the development of followers, this study is the first to explore these contributions upon salespeople " s activities that they undertake within their sales tasks and leads to success in personal selling. Findings indicate that authentic leadership has significant positive effects upon salespeople " s individual task related outcomes.

The economic crisis and the various business scandals have placed a call for leaders who are responsible, ethical, do not deceive others, and lead in an authentic way. This article presents the concept of authentic leadership in a particular context that of the Middle East where religion and culture influence the ways we do business and leaders' behavior. This paper presents the findings of a survey conducted in the Kingdom of Bahrain among 25 companies. It investigates whether leaders in this context are authentic. The findings suggest that in the Middle Eastern context leaders exhibit authentic leadership behaviors with emphasis on relational transparency.

ABSTRACT: Private and public higher education institutions have had the problem of financial un-sustainability in recent years. United Kingdom and European Union have instituted programs to work on financial sustainability of higher education. To achieve financial sustainability of higher
education, institutions need to maintain or increase internally-generated funds that are regular, without future compromises. The paper establishes the legitimacy for future work needed for the variables to pursue sustainable growth. The study was designed to explore theories behind financial sustainability and established possible correlation between the sustainable growth rate and contributing factors that are sustaining the financing of higher education institutions.
Quantitative research methodology was use for the research design with instrument on higher educational institutions across the globe. Results opened an important opportunity for discussion on financial sustainability in higher educational institutions. The outcome states that the predictive model is key to financial sustainability for higher educational institutions.

This study examines authentic leadership and its impact on organizational trust in the accommodation businesses. Data were collected by using a survey on 298 employees who work in accommodation businesses in Rize. The study finds that authentic leadership influence organizational trust positively. The study offers theoretical and practical implications.

Leadership is one of the most widely practised and researched phenomena in modern times. While the relationship between the demographic variables of leaders and their leadership style has been investigated, leadership research has neglected employees’ demographics and how these relate to their perception of adopted leadership styles. Thus, the primary objective of this study was to investigate the relationship between selected employee demographic variables and the perceived existence of four contemporary leadership styles, namely Servant leadership, Authentic leadership, Ethical leadership, and Participative leadership, among SME owners. A survey was conducted among 236 employees working in SMEs operating in the Eastern Cape Province of South Africa. An analysis of variance (ANOVA) was undertaken to determine the influence of several demographic variables on the leadership styles investigated in this study. The findings of this study show that female employees and those with a post-matric qualification perceived SME owners as displaying a Participative leadership style more than their counterparts thought they did. This study contributes to the body of knowledge by providing insights into the perceptions of employees working in SMEs about contemporary leadership styles displayed by SME owners.

This chapter argues that leadership is a religious phenomenon. It makes this case by drawing on some of the most popular leadership concepts: charismatic leadership, transformational leadership, spiritual leadership, servant leadership, authentic leadership and distributed leadership.

“Chapter 2… draws from work on Authentic Leadership to present a new theoretical perspective on Authentic Followers- Individuals who maintain an internalized moral perspective, heightened level of self-awareness and self-regulation, and are capable of developing an authentic relationship with the leader. The chapter explores characteristics of authentic followers, how leader and follower roles are fluid and interchangeable, and how authenticity is required by both leaders and followers to advance organizational objectives.”
In: Followership What is it and Why do people follow? (Emerald Publishing, 2014)

This article presents a framework for the analysis of audience’s perceptions about political leaders. Specifically, we focus on the perceptions of two Spanish leaders: José Luis Rodríguez Zapatero,
the former Prime Minister, and Mariano Rajoy, the current Prime Minister. We wanted to test how young people perceive and evaluate the dentity of these two political leaders. We also tried
to determine the role played by media in the formation of these complex images. After the analysis of data collected from a sample of 108 participants, significant differential effects concerning the way people perceive both leaders have not been found. Results indicate that in crisis periods leaders lack authenticity, thus voters have a negative perception of them. It has also found some positive
correlation between the authentic leadership’s variables and the Big Five personality factors. Throughout this paper, theoretical and methodological problems of such an approach are discussed.

The main focus of this study was to look at the influence of the authentic leadership of the principals and the
self-efficacy level of teachers in Pendang district, Kedah. The quantitative survey method using the questionnaire was
adopted in this study. The study respondents consisted of 254 teachers randomly selected from 10 national secondary
schools in Penang district, Kedah. The benchmark used for authentic leadership is to use the Authentic Leadership
Questionnaire (ALQ -Version 1) of the original instrument developed by Avolio, Gardner, and Walumbwa (2007).
Similarly, the teacher self-efficacy questionnaire was used in Hoy and Woolfolk's (1993) short form of the Teacher
Efficacy Scale developed by Moran, Hoy, and Hoy (1998). The findings show that there is a significant relationship
between the dimensions of authentic leadership and the self-efficacy of teachers in Pendang, Kedah. However, there is
only one dimension that influences the teacher's self-efficacy, which is the dimension of self-awareness. Based on the
findings of this study, it is hoped that it will contribute useful information to help educators in cultivating the principals'
leadership style and high levels of teacher self-efficacy to produce symmetrical human capital.

The concept of psychological contract has been gaining importance in the recent times along with the theory of authentic leadership. It is the prerogative of the leaders to understand the psychological contract between themselves and their employees as it provides them with a competitive advantage in creating a motivational work environment where equity is valued. Four companies, namely, Costco, PwC, Southwest Airlines and Aravind Eye Hospital were selected for case study analysis in this study with respect to impact of authentic leadership on the building of psychological contracts. It was found that the leadership style does have a significant positive impact on building of psychological contracts between the employer and employee in an organization.

1* In recent decades there have been increasingly loud calls for ‘authentic leaders’. The purpose of this article is to reflect on the emerging field of authentic leadership. It begins by identifying how authentic leadership has been defined. It then highlights some epistemological challenges of this definition. Finally, it discusses some implications of these challenges for authentic leaders and for the study of authentic leadership.

The study of political economy after the concatenation of Iraq's postwar nation-state and the neoliberal conjuncture of 1990-2014 is challenging. The Gross Domestic Product (GDP) in Iraq has fluctuated dramatically over the past ten years, with all sectors being affected. Since authentic leadership and job security are essential organizational variables, more studies about critical variables such as psychological well-being at the workplace are to be expected. A challenging work environment and long working hours have led to increased psychological health requirements in the modern workplace. We aim to understand how well broad variables of leadership and perceived job security are correlated with nurses' psychological well-being. The data were collected from 250 nurses. The indirect effects were examined with the Hayes process model. According to the findings of the study, authentic leadership has an impact on the psychological well-being of nurses. Moreover, the mediator variable (perceived job security) affects psychological well-being. The results of this study support the claim and substantiate the concept of authentic leadership in healthcare, which enables nurses to have more job security and consequently improves their psychological well-being. Leaders must demonstrate authentic leadership by being confident, optimistic, hopeful, and adaptable.

This study aimed to determine the degree of practicing authentic leadership among public-school leaders from teachers' viewpoint while also revealing whether statistically significant differences exist between the respondents' means of the degree of authentic leadership practice due to number of years of service, specialization, and/or scholastic stage. A descriptiveanalytical approach was adopted. The study population consisted of teachers. A stratified random sample of 351 female teachers was chosen. The questionnaire used consisted of four main axes that included the four authentic leadership elements: self-awareness, relational transparency, the internalized moral perspective, and balanced processing. The results indicated a high degree of the practice of the four dimensions of authentic leadership among the leaders as well as the presence of statistically significant differences between teachers' mean responses about the degree of authentic leadership practice among the leaders of public-schools due to the number of years of service in favor of the teachers whose years of service ranged between 5 and 10 years as well as academic level in favor of intermediate school teachers. The researchers also offer several recommendations.

The study of posttraumatic stress disorder (PTSD) and its effects on an individual is relatively robust; however, the research is scant from an organizational, performance, and leadership perspective. Based on the prevalence of PTSD, expanding the research into understanding the relationships of PTSD symptom severity toward perceived organizational support (POS), trauma-exposed employee work performance, and whether or not Authentic Leadership (AL) strengthens those relationships has come into view. Using the snowball technique and Amazon’s Mechanical Turk (MTurk), the study found that as PTSD symptom severity was reduced, trauma-exposed employee work performance increased. Further, as PTSD symptom severity decreased, POS increased; moreover, as POS increased, trauma- exposed employee work performance also improved. Finally, AL did not prove to affect the relationships between PTSD symptom severity and trauma-exposed employee work performance, nor was it a significant interaction between PTSD symptom severity toward POS. Based on the findings, this study is an essential first step in bridging the understanding of PTSD with organizational support, performance, and leadership research.

Leadership has a significant role in highly competitive business environment for the sustainable success of the organization. In this competitive environment, individual creativity as an important factor of innovation is getting more and more important for the success of organization as well. Within this context, in this study it is aimed to investigate the effects of authentic leadership on individual creativity. Within the scope of the study, the survey was conducted with 177 employees working in sales and sales support positions in a global packaging company. As a general purpose of this research, it was found that authentic leadership significantly affects individual creativity. Other purpose of this study is to determine the effects of authentic leadership subdimensions on individual creativity. The results of this study show that balanced processing and self-awareness significantly affects individual creativity. However, relational transparency and internalized moral perspective do not significantly affect on individual creativity.