Very little research focuses on a follower's perception of leadership. Furthermore, black African female employees' perception of a male leader's botho and authentic leadership style in Botswana parastatals has never been researched. Research has made it evident that leadership not only needs to be viewed from a leader-centric perspective but a follower-centric perspective should also be taken into consideration. Botho and authenticity are phenomena that are unique to a specific context. The conundrum to apprehend is how this influences a leader. This study thus aimed to identify how botho and authentic leadership is perceived and experienced by black African female employees, to explore whether male leaders are perceived to possess botho and authentic leadership styles, and enquire how important black African female employees regard botho and authentic leadership styles in male leaders. The study adopted a qualitative, grounded theory methodological approach to investigate the research purpose. Unstructured and semi-structured interviews were used to investigate the particular focus area. The data collection was split into two phases. Phase one comprised of focus groups, followed by phase two with individual interviews. A sample consisting of seven black African female employees from three parastatals in Botswana was used. This sample was selected as they had experience in the field of interest. The discussions were recorded and transcribed prior to being captured in Excel. Thematic coding was adopted to scrutinise the data. The findings of the study indicated that the followers would love for their opinions to be taken into consideration more. Facets mostly illuminated by the participants included the need for better communication, transparency and guidance. Respect and compassion were found to be the cornerstone of botho. Social awareness and self-awareness were found to be the grounding factors to being an authentic leader. Furthermore, it was found that cultural context is evidently an important factor to consider when approaching leadership. Due to the subjective nature of the study, the researcher could not generalise the findings. The participants' responses were based on their social construction and experiences. Future research should focus on developing constructs that participants regard as vital when measuring botho and authenticity. Developing a measurement tool that is valid and reliable for botho and authentic leadership whilst taking into consideration the cultural context would be beneficial to the development of the constructs. / Mini Dissertation (MCom)--University of Pretoria, 2017. / Human Resource Management / MCom / Unrestricted

Prior studies examined the importance of good leadership skills for those in leadership positions; however, this study addressed a gap in literature regarding how leadership characteristics in supervised employees can impact job satisfaction. The purpose of this quantitative study was to assess the influence of authentic leadership on leader, coworker, task, and general job satisfaction. Authentic leadership emerged from the theory of positive psychology which surmises that self-growth coincides with a focus on the development of others and is based on the premise that individual improvement is gained by focusing on positive personality aspects. Online recruitment using a participant pool and social media was used to sample adults who have been employed either full or part-time, can read English, and have been under supervision while at work. Participants (N = 138) completed the Authentic Leadership Questionnaire and the Job Descriptive Index. Research questions were addressed by using 4 logistic regression models to show the relationship between the independent variable (authentic leadership) and each of the 4 dependent variables (coworker satisfaction, general job satisfaction, task satisfaction, and leader satisfaction). The results of this study were that a significant association existed between authentic leadership and coworker satisfaction, as well as general job satisfaction, but not between authentic leadership and task satisfaction or leader satisfaction. Implications for positive social change include the improvement of human resource processes. Human resource professionals could use authentic leadership in employee recruitment by gearing onboarding assessments to authenticity constructs such as ethical conduct and transparency. In addition, employee training designed around authentic traits may reduce job-related stress, absenteeism, and job turnover.

The ever-changing global business environment of today is presenting organisations with numerous challenges and in some instances result in economic and ethical meltdowns. The mining industry, in particular, is faced with a volatile market and consequently mining companies are experiencing increasing financial turmoil coupled with human capital problems resulting in labour unrest and often inoperativeness. As these challenges gain momentum, the mining industry will need to respond through a restructure of operations. Although the mining industry has been faced with a need to restructure before, it has not been faced with this challenge recently. Therefore, only a small portion of management teams holds the skills to respond effectively. For the mining industry in South Africa to adequately address these challenges, leadership will play a pivotal role. Consequently, organisations need a new kind of business leader and leadership should be examined from an authentic perspective. Authentic leadership has been associated with various positive outcomes such as trust in supervisor, psychological safety and work engagement. Both employees and organisations should support one another in order to remain viable. Trust is an important component of effective leadership and building relationships. In order for employees to feel secure and able to adapt to change, organisations should develop an environment which fosters trust and psychological safety and which, in turn, will lead to increased work engagement. The objectives of this study were to examine the relationship between authentic leadership, trust in supervisors, psychological safety and work engagement. In addition, another objective was to examine if trust in supervisor and psychological safety had an effect on the relationship between authentic leadership and work engagement. An available sample of 244 employees was taken from the mining industry in the Free State province. The questionnaires were distributed to employees across all levels in a mining organisation. All of these employees were given the choice to participate in the research. The measuring instruments utilised were the Authentic Leadership Questionnaire, Utrecht Work Engagement Scale, Workplace Trust Survey and Psychological Safety Questionnaire. Descriptive and inferential statistics, Raykov’s rho coefficients, Pearson product-moment correlations coefficients, Mplus and bootstrapping were used to analyse the data. The results indicated that authentic leadership had a statistically significant positive relationship with trust in supervisor as well as psychological safety. Authentic leadership did not have a statistically significant positive relationship with work engagement. The results indicated that authentic leadership had a statistically significant indirect effect on work engagement via trust in supervisor. Authentic leadership did not have a statistically significant indirect effect on psychological safety via trust in supervisor. Furthermore, authentic leadership did not have a statistically significant indirect effect on work engagement via psychological safety. Various recommendations were made for the mining industry as well as for future research. Organisations should understand the impact of authentic leadership on outcomes such as trust, psychological safety and work engagement. Organisations should select leaders who display the four dimensions of authentic leadership as well as implement structured leadership programmes or interventions. Recommendations for future research included utilising longitudinal research designs or diary studies as well as expanding the study to other organisations, industries, and provinces; also including additional sources of data over and above supervisors and subordinates. Future research may also employ a mixed method approach and include other related leadership constructs in the data collection. / MCom (Industrial Psychology)--North-West University, Vaal Triangle Campus, 2015.

The ever-changing global business environment of today is presenting organisations with numerous challenges and in some instances result in economic and ethical meltdowns. The mining industry, in particular, is faced with a volatile market and consequently mining companies are experiencing increasing financial turmoil coupled with human capital problems resulting in labour unrest and often inoperativeness. As these challenges gain momentum, the mining industry will need to respond through a restructure of operations. Although the mining industry has been faced with a need to restructure before, it has not been faced with this challenge recently. Therefore, only a small portion of management teams holds the skills to respond effectively. For the mining industry in South Africa to adequately address these challenges, leadership will play a pivotal role. Consequently, organisations need a new kind of business leader and leadership should be examined from an authentic perspective. Authentic leadership has been associated with various positive outcomes such as trust in supervisor, psychological safety and work engagement. Both employees and organisations should support one another in order to remain viable. Trust is an important component of effective leadership and building relationships. In order for employees to feel secure and able to adapt to change, organisations should develop an environment which fosters trust and psychological safety and which, in turn, will lead to increased work engagement. The objectives of this study were to examine the relationship between authentic leadership, trust in supervisors, psychological safety and work engagement. In addition, another objective was to examine if trust in supervisor and psychological safety had an effect on the relationship between authentic leadership and work engagement. An available sample of 244 employees was taken from the mining industry in the Free State province. The questionnaires were distributed to employees across all levels in a mining organisation. All of these employees were given the choice to participate in the research. The measuring instruments utilised were the Authentic Leadership Questionnaire, Utrecht Work Engagement Scale, Workplace Trust Survey and Psychological Safety Questionnaire. Descriptive and inferential statistics, Raykov’s rho coefficients, Pearson product-moment correlations coefficients, Mplus and bootstrapping were used to analyse the data. The results indicated that authentic leadership had a statistically significant positive relationship with trust in supervisor as well as psychological safety. Authentic leadership did not have a statistically significant positive relationship with work engagement. The results indicated that authentic leadership had a statistically significant indirect effect on work engagement via trust in supervisor. Authentic leadership did not have a statistically significant indirect effect on psychological safety via trust in supervisor. Furthermore, authentic leadership did not have a statistically significant indirect effect on work engagement via psychological safety. Various recommendations were made for the mining industry as well as for future research. Organisations should understand the impact of authentic leadership on outcomes such as trust, psychological safety and work engagement. Organisations should select leaders who display the four dimensions of authentic leadership as well as implement structured leadership programmes or interventions. Recommendations for future research included utilising longitudinal research designs or diary studies as well as expanding the study to other organisations, industries, and provinces; also including additional sources of data over and above supervisors and subordinates. Future research may also employ a mixed method approach and include other related leadership constructs in the data collection. / MCom (Industrial Psychology)--North-West University, Vaal Triangle Campus, 2015.

Were we ever in doubt of how true we are to ourselves and to others? Have we ever asked why we do what we do? Witnessing the history of great leaders like Martin Luther King Jr., Walt Disney, Steve Jobs and Sam Walton – they all believed in a cause and took actions to realize that belief which resulted in trust and loyalty. But, how come people with great ideas often fail to create an image? The cause is not that the ideas are faulty but rather the absent sense of purpose. And the purpose is realized when we have a clear sense of “Why”. Having a purpose translates to being true to oneself and eventually to others – being authentic. We wholeheartedly believe that, the hierarchical management structure is no more ideal in the contemporary world since it limits the freedom of creativity. Due to the changing and competitive nature of the world, the recognition of individual effort is crucial. When we believe in something that people can relate to, they will follow us. The followership results in increased commitment and the organizational culture is the embraced behavior. To understand the role of authentic leadership with regard to employee emotional commitment and organizational culture, we conducted a qualitative descriptive study involving 8 participants from around the world and using 3 case studies. The findings revealed some interesting insights in developing authentic leadership in organizations. One of the results unfolded that despite the cultural and geographical magnitude, the word authenticity has a common understanding “being true to oneself and to others”. The results also highlighted that, authentic leadership plays a major role in fostering organizational commitment unlike the financial incentives. Moreover, depending on the context, the rigidity of organizational culture may change. As a final finding, the organizational emotional commitment shapes the organizational culture as the leader pictures it. Do your actions meet your words or is it perhaps time to change?“ Your actions and your words should always agree with each other. Do not say one, then do another”

A Teoria da Liderança Autêntica baseia-se na filosofia e na psicologia, ao propor construir organizações mais autênticas, com líderes mais conscientes e relações mais transparentes e éticas. Este estudo, de delineamento metodológico, teve como objetivo realizar a adaptação cultural do Authentic Leadership Questionnaire (ALQ) para a língua portuguesa no contexto da enfermagem brasileira. Esse instrumento, original em língua inglesa, possui duas versões, SELF e RATER, com o intuito de avaliar a autenticidade do líder e do liderado. O ALQ possui 16 itens distribuídos em quatro domínios: Transparência nos Relacionamentos; Perspectiva Moral e Ética; Processamento Equilibrado de Informações e Autoconsciência, com afirmações que são respondidas por uma escala Likert de zero a quatro pontos, sendo raramente/nunca (0 ponto), de vez em quando (1 ponto), às vezes (2 pontos), frequentemente (3 pontos) e muitas vezes, quase sempre (4 pontos). Assim, a pontuação varia de zero a sessenta e quatro, no qual os maiores valores refletem a maior a autenticidade do líder. O processo de adaptação seguiu todos os pressupostos necessários recomendados aos estudos metodológicos. As duas versões do questionário foram inicialmente traduzidas para o português, dando origem a duas outras versões que foram analisadas pelo comitê de juízes I, resultando na síntese da tradução de cada versão. As versões produzidas foram submetidas às retrotraduções e, posteriormente encaminhadas ao principal autor do ALQ. Ao serem acatadas as sugestões, foi realizada nova retrotradução das duas versões e, após sintetizadas, foram encaminhadas ao comitê de juízes II afim de garantir a equivalência cultural, conceitual e idiomática entre o instrumento original e o traduzido, o qual originou uma versão final para aplicação no pré-teste. Nesta etapa, foi verificada a validade de face e de conteúdo de todos os itens de ambas as versões do ALQ, por meio da aplicação da taxa de concordância de pelo menos 80% entre os participantes. Os membros do comitê de juízes I e II foram compostos por especialistas. O pré-teste foi realizado com 80 enfermeiros, sendo: 64 Assistenciais, 8 Supervisores e 7 Coordenadores de Enfermagem, atuantes em diversas clínicas de cinco hospitais de duas cidades da região Centro Oeste do país. Os dados foram coletados no período de junho a agosto de 2016. Posteriormente, um dos autores do instrumento atestou que ambas as versões foram devidamente traduzidas e adaptadas. Considerando que a validação de um instrumento é um processo acumulativo, o questionário, nas duas versões SELF e RATER, deverá ser submetido a novos estudos, no intuito de avaliar as propriedades psicométricas, a fim de disponibilizar um instrumento válido e confiável para os pesquisadores, que objetivem ter uma melhor compreensão no que se refere a autenticidade dos profissionais enfermeiros atuantes nas instituições brasileiras / The Theory of Authentic Leadership is based on philosophy and psychology as it proposes the establishment of more authentic organizations, with more conscious leaders and more transparent and ethical relations. The objective of this methodological study was to perform the cultural adaptation of the Authentic Leadership Questionnaire (ALQ) to Portuguese in the context of Brazilian Nursing. This instrument, originally written in English, has two versions, SELF and RATER: one assesses the authenticity of leaders and the other assesses the authenticity of those under leadership. ALQ has 16 items distributed into four domains: Relational Transparency; Moral Perspective and Ethics; Balanced Processing of Information; and Self-Awareness with statements answered on a four-point Likert scale: rarely/never (0 points), once in a while (1 point), sometimes (2 points), often (3 points), and very often, almost always (4 points). Hence, scores range from zero to 64; the higher the score, the more authentic a leader is. The adaptation process followed all the recommendations for methodological studies. Both versions (SELF and RATER) were initially translated to Portuguese and resulted in two other versions. An expert committee analyzed the versions and a synthesis of each version was obtained. These versions were then back translated and sent to the main author of the original ALQ. Changes were implemented according to the author\'s suggestion and the two versions were back translated once again. The syntheses were submitted to a second expert committee in order to ensure cultural, conceptual and idiomatic equivalences, resulting in the final version that was used in a pre-test. Face and content validity of all items of both versions was verified at this point by employing an inter-rater agreement of at least 80%. Both committees were composed of experts. The pre-test was applied to 80 nurses: 64 clinical nurses, eight supervisors, and seven nursing coordinators, who worked in various clinics of five hospitals located in two cities in the Midwest region of Brazil. Data were collected from June to August 2016. Afterwards, one of the instrument\'s authors certified that both versions were properly translated and adapted. Considering that the validation of an instrument is a cumulative process, the questionnaire in its two versions, SELF and RATER, should be submitted to new investigations in order to assess its psychometric properties and make available a valid and reliable instrument for researchers intending to acquire a better understanding in terms of authenticity of nurses working in Brazilian institutions

Social media has paved a new way for communication and interacting with others. ’What’s on your mind?’, ’How are you feeling today?’, ’Where are you?’, ’Who are you with?’. These allusions lead back to status update questions of the largest social network to date. This thesis seeks to primarily understand, to which extent and if, social media usage influences authentic leadership dimensions and education from the millennials’ perpective. Additionally, it portrays results of an online based questionnaire conducted among students and alumni within the millennial generation.

Problem: The well-being and health of workers can decrease substantially when their place of work is closed down. A smooth transition and well-managed closedown process, however, has shown to ease these effects. Despite this, very little research has been conducted on how leaders can manage a closedown process well. The purpose of this thesis, therefore, was to examine whether the ‘authentic’ and ‘transformational’ forms of leadership could ease the negative experiences of employees during organisational closedowns. Method: Employee accounts of closedown processes were obtained by conducting semi-structured interviews. These were then analysed against the existing body of research on closedown processes, employee reactions to such processes and authentic and transformational leadership. Causal relationships were sought between the actions and behaviour of leaders and the reactions and experiences of employees. Findings: This study found features of authentic and/or transformational leadership in all of the employee accounts that were examined. From this data, it can be deduced that the leadership features that were found, at least partly, eased the negative experiences of employees during closedown processes. In particular, the following eight authentic and transformational leadership characteristics were shown to have eased employee perceptions of closedowns: self-awareness, relational transparency, individualised consideration, inspirational motivation, idealised influence, encouraging the heart, inspiring a shared vision and meaning through communication. Conclusion: When weighing the evidence, it can be concluded that certain aspects of the authentic and transformational leadership constructs can ease the negative experiences of employees during closedown processes. Authentic leadership features related to high relational transparency and high self-awareness were mentioned most frequently by the former employees interviewed, and can therefore be considered most important when seeking to ease employee experiences of closedown situations. With this being said, the many transformational leadership features mentioned by the interview respondents should not be disregarded. Although individual features attributable to transformational leadership were not mentioned as frequently, a greater range of such features was communicated by the respondents. It is argued, therefore, that a combination of the two concepts would be most effective when seeking to improve employee experiences and leadership during closedowns.

Šiame darbe nagrinėjamas darbuotojų psichologinis atsparumas ir jo ryšys su vadovavimo stiliumi. Psichologinis atsparumas yra gebėjimas, leidžiantis asmeniui net ir nepalankiomis sąlygomis išlaikyti sveiką, kompetentingą asmenybę bei efektyviai spręsti nepalankias, stresines situacijas. Kalbant apie vadovavimo stilius, psichologinis atsparumas neretai siejamas su autentiška lyderyste, kuri apibūdinama atvirumu, altruistiniais veiksmais, elgesio nuoseklumu ir kuri skatina teigiamas psichologines kompetencijas bei kuria pozityvų, etišką, palaikantį klimatą. Pastebėta, kad autentiškas lyderis teigiamai įtakoja darbuotojų psichologinę gerovę, todėl darbuotojų psichologinio atsparumo ir autentiškos lyderystės sąsajų analizė yra labai svarbi. Šio tyrimo tikslas - išanalizuoti darbuotojų psichologinio atsparumo sąsajas su autentiškos lyderystės rodikliais. Tikslui pasiekti taikėme Psichologinio atsparumo skalę, Autentiškos lyderystės klausimyną bei Stresinių situacijų ir vadovo pagalbos vertinimo anketą. Tyrime dalyvavo 111 darbuotojų, kurių amžius nuo 22 metų iki 52 metų. Duomenų analizei taikyta Pearson koreliacija, Stjudento t kriterijus, Chi-kvadrato kriterijus ir tiesinės regresijos modelis. Rezultatai atskleidė, kad vienas penktadalis darbuotojų pasižymi žemu psichologiniu atsparumu, likusieji – aukštu. Paaiškėjo, kad darbuotojų psichologinis atsparumas teigiamai susijęs su vadovo pagalbos dažniu ir pagalbos efektyvumu sprendžiant stresines situacijas: kuo dažniau darbuotojas... [toliau žr. visą tekstą] / Links between employee psychological resilience and style of leadership are examined in this master’s thesis. Psychological resilience means capability to maintain healthy and competent personality despite negative circumstances and effectively cope with adverse and stressful situations. Speaking about leadership styles, psychological resilience usually is associated with authentic leadership, which involves transparency, altruistic actions, and behavioral consistency. Authentic leader fosters positive psychological capacities and develops positive, ethical and supportive context in organization. Taking into consideration that authentic leader positively influences employee psychological well-being, it is very important to evaluate links between employee psychological resilience and authentic leadership. The aim of this study is to analyze links between employee psychological resilience and authentic leadership. Psychological resilience scale, Authentic leadership questionnaire and Questionnaire, assessing stressful situations and manager support, were used to achieve this goal. 111 employees, aged from 22 to 52, participated in this study. Data analysis was based on T- Test, Pearson correlation, Chi-Square Test and Linear Regression. Results indicated, that one fifth of employees have low level of psychological resilience, others – high level. Employees’ psychological resilience is positively related with the frequency of manager’s help and effectiveness of this help: the... [to full text]

The transformation from an industrial to a knowledge age has brought about a fast-changing world-focus and a competitive economy. The nursing profession, as part of the larger economy, is challenged by this transformation due to globalisation, internationalisation, capitalism within a consumer society, an ageing workforce, staff shortages, international migration and advanced technology. It is argued that these challenges are impacting directly on the nursing profession as a part of the global economy. This impact is intensified due to the ethos of nursing that is evaluated from a profit perspective and does not value the core values of nursing, that of caring and trust. The managerial strategies that are applied in nursing does not sufficiently harness and direct nurses. Focus is placed on nurse leaders as crucial role players in directing the nursing profession in peril. A call was made by followers for a different type of nurse leaders to lead this challenged profession, in an international arena. Social capital, being an abstract and multi-facet concept is presented as a possible framework to assist with the above crisis. Extremely limited literature was found on the utilisation of social capital to develop nurse leadership amongst these challenges. The research question, and later comprehensive aim, was formulated to examine how a theory in Nursing Science for authentic leadership embedded in a social capital framework, can be constructed. Theory construction of a middle-range theory was conducted in three phases. Phase One implied concept identification, descriptions, definitions and analysis. The actual theory construction was achieved in Phase Two, whilst Phase Three detailed the theory evaluation and guidelines for operationalisation. Main and related concepts were identified as agent, recipient, context, procedure, goal and dynamics. Data collection was conducted by means of a comprehensive literature search of all available national and international literature and included theories, textbooks and articles. Data saturation was achieved after no new information surfaced, n=188. The main concepts, authentic leadership (agent) and social capital (procedure) underwent a comprehensive concept analysis. Related concepts, namely the professional nurse (recipient), South African hospitals (context), positive impact on the triple bottom line (goal) and trust (dynamics) underwent a literature analysis. The theory was graphically portrayed and described by means of a model. The theory was submitted to a panel of experts (n=6). The panel was selected following purposive sampling due to specific inclusion criteria for expertise in social capital, and/or leadership and/or theory construction. The evaluation of the theory was conducted according to a specific framework for critical reflection. Guidelines for the operationalisation of the theory were formulated on a macro-, meso- and micro-level. The final step was the evaluation of the research and recommendations were made. / Thesis (Ph.D. (Nursing))--North-West University, Potchefstroom Campus, 2009.