Authentic leadership (AL) regarded as a pattern of leader behaviour and conduct which promotes both positive psychological capacities along with an assertive ethical climate (Rego et al. 2014). AL further aids in fostering greater degree of self-awareness along with a balanced processing of information on the part of leaders working with subordinates nurturing factors of self-development. Rego et al. (2014) posited that organizations comprise three options for employee management in rapidly shifting environments. They have further proposed that as expertise, skills and knowledge of employees tend to become increasingly susceptible to obsolescence. In such scenarios organizations may opt for reducing outdated employees and further retrain their existing employees who have willingness to perform in dynamic environments. According to Abbas and Raja (2015), as employee behaviour occurs within the fluid of social system of a working organization, the employees’ perspectives of social exchanges whereby they are engaged at work are fundamental aspects of their organizational setting. However, two such leadership management exchanges with proximate leader and with the organization as a whole tend to have strong persuasion on employees’ inclination and competence to engage in adaptive behaviours (Liao et al. 2017). Furthermore, capability of efficiently embracing an employee’s behavioural pattern to attain shifting organizational needs and demands is of great interest to managers and leaders.
Studies of Martin et al. (2016) have focused in the establishment of eight-dimensional classification regarding adaptive behaviours that is modelled following the classification of task performance. However, Bal and Boehm (2017) have criticized this approach in order construct development as atheotretical. Parker, Wang, and Liao (2019) have suggested that the taxonomy needlessly eliminated potential areas where adaption might appear to be organizationally relevant. While studies of authors suggested that six of the factors posited by Pulakos have greater accuracy categorized as contextual performance dimensions (Tufail, Muneer and Ishtiaq 2016). According to Las Heras et al. (2017), substantial amount of studies on adaptive behaviour in organizational settings emphasized on individual disparities which develop some employees more competent in being responsive towards situations in need of adaptability than their workplace peers. Parker, Wang, and Liao (2019) have found assertive form of association between sincerity towards experiences and adaptive behaviour. Furthermore, generalized form of self-effectiveness has been found to be associated with adaptive performance. Abbas and Raja (2015) have further enquired other individual divergences in which the outcomes suggest that any definitive or prescriptive conclusions related to role of individual divergences in workplace adaptation.
Bal and Boehm (2017) have signified that i-deals such as voluntary, adapted negotiations of a non-standard nature which employees confer with their employers related to organizational settings which benefit them both. Drawing variance from standard work arrangements which are established by human resource policies and regulations of the organization, i-deals tend to constitute customized work settings attaining their individualistic needs. Simultaneously, organizations exploits from providing i-deals by having a highly committed and enthused personnel (Hornung 2017). However, in the view of Parker, Wang, and Liao (2019), certain terms for which employees typically form a negotiation base an i-deal range from resilient work schedules along with special task performances to professional growth and development. Las Heras et al. (2017) have noted that majority of the i-deal negotiations and conciliation occurs after the employees are designated for the job in opposition to negotiation which has taken place prior to the hiring process.
Thus in order to understand process of through which i-deals tend to enable the development of social exchange association between leaders and members, authors tend to view decision-making procedural justice (Las Heras et al. 2017). Furthermore, Abbas and Raja (2015) have defined social exchange association as the perceived equality of the means employed by leaders to efficiently determine the distribution of organizational results. However there can be identified two primary conceptualization of procedural fairness whereby the first conceptualization can be traced back from authors’ process regulation model (Liao et al. 2017).This model however tend to speculate that individuals have the propensity to view procedures to show equality if they are permitted to raise their ideas and opinions in the process. Meanwhile, Martin et al. (2016) have found the second conceptualization that is based on authors’ six criteria for procedural justice proposing that individual employees tend to exhibit a propensity to assess procedural equality based on the way policies as well as regulations can pose impact on one. Such a tendency of contact regarded as self-interest model reflects on the way the whole group is influenced such as group value model. Thus by enabling special work systems, organizational leaders enable its workforce to offer inputs and innovative ideas into the procedures of modifying their employment conditions (Parker, Wang, and Liao 2019). However, in the view of Oostrom, Pennings and Bal (2016), business negotiations and conciliations behind such systems (i-deals) may be recognized as a form of participation. Furthermore, Parker, Wang, and Liao (2019) have posited that voice-effect standpoint that is process regulation, the opportunity to get involved in the process of decision-making improves employees’ outlooks which supervisors or leaders enact justifiable procedures. Undeniably, attainable negotiation experiences tend to signify that workers have certain amount of controlling power and exhibit an opinionated image in the process of altering their organizational settings (Hornung 2017). Such a justifiable process impact is considered to be adequate in obtaining procedural equality standpoints and outlooks. Thus i-deals are expected to be assertively associated with employees’ perceptions of leadership procedural integrity.
Oostrom, Pennings and Bal (2016) have stated that psychological capital components related to optimism, effectiveness, resilience, and confidence are regarded as assertive psychological resources which collectively serve as a solid resource reservoir. Employees with greater degree of such resources have fewer propensities to experience job stress and anxiety (Parker, Wang, and Liao 2019). Thus desire or hope factor of psychological capital have been found to be related with mental as well as psychological health along with a competence to contest with adversity. However, factors of optimism are unconstructively related to sense of depression, stress and positively related with mental health. According to Las Heras et al. (2017), self-effectiveness values tend to help individuals continue to successfully encounter critical impediments and cope with distressing as well as self-debilitating psychological emotional conditions that hinder the functioning of activities. Abbas and Raja (2015) have posited that assertive emotions share the capability to expand individual employees’ transitory thought-action repositories and further extend the range of perceptions as well as actions which rise from the minds of employees and further offer positive perception of the external organizational settings. Studies of Liao et al. (2017) have suggested that the broadened inventory of positive psychological and emotional resources related to hope, desire, effectiveness and flexibility may be resourceful in promoting low stress. Furthermore, Hornung (2017) have identified psychological capital to be assertive psychological resources which tend to contest occupational stress and anxiety. However, these positive emotional resources acquire cognitive, sentimental as well as motivational constituents which sustain individuals to avoid stress (Rego et al. 2014). Nonetheless, taken considering high psychological individuals, acquiring buoyancy in their perceptions and beliefs as well as being encouraged, optimistic and high flexibility in the face of the challenges have fewer propensities to report job stress.
One of the most under-recognized and underrated aspect of leadership management is the emotional intelligence of the leaders and its impact on the employee performance and their satisfaction levels (Oyewunmi et al. 2015). Researchers are of the opinion that the leaders, transformation or authentic, have the immense potential to move the judgment, zeal and willingness of the employees due to their extremely high emotional intelligence. As discussed by Ngirande and Timothy (2014), the concept of high emotional intelligence and its intricate association with the job satisfaction holds high interest in the modern work environment. This qualitative research study has aimed to discover the association between emotional traits of leaders or managers and its impact on their behaviour with employees with the level of satisfaction in them. The research study involved 92 randomly selected respondents from middle level organizational leaders and mangers and lower level employees. The findings of the study indicated at the fact that there is a strong connection between the emotional intelligence and the employee satisfaction levels, higher the emotional intelligence among the leaders and manager, the higher was the job satisfaction and organizational citizenship behaviour among the employees.
In support, Long and Kowang (2014) have conducted a quantitative research study examining the effectiveness of adoption of EI or emotional intelligence models in the organization scenario of Malaysia to judge the positive impact being imported on the job satisfaction and motivation levels of the employees, with the measurement parameter being organizational commitment. The correlational analysis data of this study suggests that there is a significant association being all the 4 dimensions of emotional intelligence among the leaders, namely Self Emotion Appraisal (SEA), Other Emotion Appraisal (OEA), Use of Emotion (UOE), Regulation of Emotion (ROE) and organizational commitment of the staff. As organizational commitment is the direct result of job satisfaction, the results aligns with the theme perfectly.
The study by Miao, Humphrey and Qian (2016) has been a meta-analysis of the main, mediator, and moderator effects of emotional intelligence of leaders and its impact on the job satisfaction levels of the subordinate employees. The findings of the article indicates that the impact of the emotional intelligence of the leaders is directly proportional to the emotional intelligence of the employees which in turns helps in generating enhanced job satisfaction among the employees. Similarly, the article by McPhail et al. (2015), has explored job satisfaction index of the staff of the health care facility in Australia with respect to a variety of different factors including emotional intelligence of the managerial staff and leaders. This study also supported the main theme indicating the compassionate and empathetic behaviour of the leaders and managers helped enhance employee satisfaction of the subordinate staff as well. Hence, it can be considered that the employee satisfaction and organizational commitment depends largely on how the staff is treated, the more compassionate the treatment by leaders and managers, higher the job satisfaction and organization commitment (Soha et al. 2016).
There are a few research gaps that have been identified based on the evidences that have been reviewed in the paper. First and foremost, most of the research studies has focused on the aspect of psycho-capital as a generalized and overall point of view (Shamir and Eilam-Shamir 2018). The research studies have not focussed at all of the ideocentric negotiations or i-deals associated with the concept. Along with that, none of the studies have focussed on the individual employee effectiveness and its link to the area of concern either, which limits the authenticity and relevance of the data findings. Along with that, with respect to the emotional intelligence and its impact on the employee satisfaction, the research reviewed also has a few considerable research gaps as well. For instance, the exact method how emotional intelligence of the leaders and managers affects the employee satisfaction levels have not been explored by the research. Lastly, the lack of generalizability and transferability of the evidences is also a considerable research gap that needs to be addressed by extensive research.
Conclusion:
On a concluding note, authentic leadership undoubtedly is a very effective emerging leadership style which has a varied range of potential benefits including enhancing employee satisfaction and achieving the organizational goals. This paper has been successful to explore literature that affirms the positive impact of authentic leadership on promoting psychological capacities along with an assertive ethical climate. The literature review also focussed on the impact of emotions of the leaders and managers in controlling or affecting the emotions of employees and their job satisfaction. Although, there still is considerable research gap which is needed to be addressed with extensive empirical research on the gaps identified so that each and every benefit of authentic leadership employed in organizational sector can be identified.
References:
Abbas, M. and Raja, U., 2015. Impact of psychological capital on innovative performance and job stress. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l’Administration, 32(2), pp.128-138.
Bal, P.M. and Boehm, S.A., 2017. How do i-deals influence client satisfaction? The role of exhaustion, collective commitment, and age diversity. Journal of Management, p.0149206317710722.
Hornung, S., 2017. Research on Idiosyncratic Deals: A Selective Review and Synthesis. Recent Developments in Social Sciences: Political Sciences and International Relations, p.7.
Las Heras, M., Rofcanin, Y., Matthijs Bal, P. and Stollberger, J., 2017. How do flexibility i?deals relate to work performance? Exploring the roles of family performance and organizational context. Journal of Organizational Behavior, 38(8), pp.1280-1294.
Liao, C., Wayne, S.J., Liden, R.C. and Meuser, J.D., 2017. Idiosyncratic deals and individual effectiveness: The moderating role of leader-member exchange differentiation. The Leadership Quarterly, 28(3), pp.438-450.
Long, C.S. and Kowang, T.O., 2015. The Effect of Leaders’ Emotional Intelligence on Employees’ Organization Commitment in Malaysia. Mediterranean Journal of Social Sciences, 6(1), p.377.
Martin, R., Guillaume, Y., Thomas, G., Lee, A. and Epitropaki, O., 2016. Leader–member exchange (LMX) and performance: A meta?analytic review. Personnel Psychology, 69(1), pp.67-121.
McPhail, R., Patiar, A., Herington, C., Creed, P. and Davidson, M., 2015. Development and initial validation of a hospitality employees’ job satisfaction index: Evidence from Australia. International Journal of Contemporary Hospitality Management, 27(8), pp.1814-1838.
Miao, C., Humphrey, R.H. and Qian, S., 2016. Leader emotional intelligence and subordinate job satisfaction: A meta-analysis of main, mediator, and moderator effects. Personality and Individual Differences, 102, pp.13-24.
Ngirande, H. and Timothy, H.T., 2014. The relationship between leader emotional intelligence and employee job satisfaction. Mediterranean Journal of Social Sciences, 5(6), p.35.
Oostrom, J.K., Pennings, M. and Bal, P.M., 2016. How do idiosyncratic deals contribute to the employability of older workers?. Career Development International, 21(2), pp.176-192.
Oyewunmi, A.E., Oyewunmi, O.A., Ojo, I.S. and Oludayo, O.A., 2015. Leaders’ emotional intelligence and employees’ performance: A case in Nigeria’s public healthcare sector. International Journal of Human Resource Studies, 5(3), pp.23-37.
Parker, S.K., Wang, Y. and Liao, J., 2019. When Is Proactivity Wise? A Review of Factors That Influence the Individual Outcomes of Proactive Behavior. Annual Review of Organizational Psychology and Organizational Behavior.
Rego, A., Sousa, F., Marques, C. and e Cunha, M.P., 2014. Hope and positive affect mediating the authentic leadership and creativity relationship. Journal of Business Research, 67(2), pp.200-210.
Shamir, B. and Eilam-Shamir, G., 2018. “What’s your story?” A life-stories approach to authentic leadership development. In Leadership Now: Reflections on the Legacy of Boas Shamir(pp. 51-76). Emerald Publishing Limited.
Soha, H.M., Osman, A., Manaf, A.H.A. and Abdullah, M.S., 2016. Leadership Styles Affecting the Individual’s Commitment: A Study of the Public University in Northern State of Malaysia. Asian Journal of Social Sciences and Humanities, 5(1), pp.80-86.
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