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.

Magister Commercii (Industrial Psychology) - MCom(IPS) / Leaders are often thought of as being the top management team of the organisation, illuminating the way forward for individuals by directing organisational activities towards a shared vision (Fernald, Solomon & Tarabishy, 2005). As organisations are constantly facing challenges in establishing a profitable presence in a competitive marketplace, effective leadership is one difference between organisations that successfully meet the challenges and those that do not (Wherry, 2012). In order for any organisation to cope with the demands of a dynamic and ever changing environment, it is necessary for management to move towards a leadership style that allows for the empowerment of employees (Carson & King, 2005). Scholars have identified a form of leadership termed “authentic leadership” where authentic leaders display traits such as honesty, sincerity, high moral standards, ethics and trustworthiness (Avolio et al., 2004; May 2004). According to George (2003), authentic leaders are self-aware and transparent therefore this behaviour sends a strong message to their followers influencing what they, the follower, attend to, how they view themselves and ultimately how they behave. Within organisations where authentic leaders are present, the importance of employee initiative and cooperation become very important (Le Pine, Erez & Johnson, 2002). The individual or employee initiative and cooperation can be viewed as in role (within formal job descriptions) or extra role (outside of formal job description) behaviour. Extra-role behaviour is also defined as organisational citizenship behaviour. This research study investigated if the dimensions of authentic leadership (self-awareness, moral perspective, balanced processing and relational transparency) had an effect on the dimensions of organisational citizenship behaviour (altruism, conscientiousness, sportsmanship, courtesy and civic virtue). The population for this study was a provincial government department within the Western Cape. A non-probability sample based on the method of convenience was utilised of which 131 respondents completed three sets of questionnaires namely; a Biographical questionnaire, Authentic Leadership Questionnaire (Avolio, Gardner & Walumbwa, 2007) and the Organisational Citizenship Questionnaire (Podsakoff, Mackenzie & Fetter, 1990). Statistical analyses involved both descriptive (measures of central tendency and dispersion) and inferential statistics (correlation and multiple regression). The findings indicated that a moderate to weak relationship exists between the dimensions of authentic leadership (self-awareness, moral perspective, balanced processing and relational transparency) and the dimensions of organisational citizenship behaviour (altruism, conscientiousness, sportsmanship, courtesy and civic virtue). Organisational citizenship behaviour of the employees within the organisation is not largely influenced by their leader’s authentic leadership style. Therefore, other factors such as work ethic, organisational commitment, work motivation or personality may have greater influence on organisational citizenship behaviour than authentic leadership. However, a few limitations associated with the study were identified and it is suggested that a qualitative approach be implored as well as other provincial, local or national government departments in the Western Cape be used to contribute to greater representativeness and generalisability. Variables identified in this study are embodied in the human resource functions of the organisation and managers should utilise the findings of this study to better understand human behaviour within the workplace.

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

Leadership is a critical aspect of organizational success. There have been many leadership styles and models that have emerged from the efforts of both practitioners and researchers. In the early 2000s, authentic leadership offered the potential to be the next prominent leadership style. However, the evolution of the theory never established significant momentum, in part because of the lack of a clear and consistent definition of what it means to be an authentic leader. This is the first study to use a multi-disciplined qualitative approach for evaluating authenticity and leadership. Using grounded theory, this study attempted to revisit authentic leadership by decoupling authenticity from leadership and exploring what it means to be authentic in the context of leadership. Study One used interviews to examine authenticity in leadership by capturing how a diverse group of leaders conceptualize, observe and experience authenticity. The grounded theory analysis revealed themes and construct variables that were consistent with existing authentic leadership literature. In addition, new construct variables of fear and shifting of shared norms emerged to provide further understanding of the relationship between authenticity and leadership. Study One proposed exploring a new conceptual model for high authenticity in leadership. Study Two seeks to refine the conceptual model by further investigating the newly identified construct variables of fear and shifting of shared norms. This will be accomplished by performing a second series of interviews with another sample of leaders. Similar to Study One, a grounded theory approach was used to interpret respondent data and draw conclusions. / Business Administration/Interdisciplinary

One of the most overlooked and complex problems that universities and colleges face nation-wide is how to reduce and eliminate research misconduct. Because of the confidential nature of allegations of research misconduct and the high rate of underreporting, administrators at scholarly institutions struggle with understanding the cause of such behavior. Without a clear picture of the prevalence of misconduct or the barriers to reporting, leaders at institutions of higher learning find themselves at a disadvantage when dealing with these problems. This uncertainty coupled with a growing regulatory emphasis from federal funding agencies, results in a reactionary approach while questionable practices go unchecked. In the early 2000s, federal funding agencies began requiring colleges and universities to provide training in the responsible conduct of research prior to receiving funding. The Responsible Conduct of Research (RCR) training covers research misconduct (falsification of data, fabricating data, and plagiarism) as well as other topics related to research misbehaviors (mentoring, peer review, data management, authorship, etc). This emphasis on training, while well intended, has not had a significant impact on faculty and student knowledge about misconduct. Authentic Leadership Theory is based on Aristotle’s concept of authenticity and has gained attention over the last decade. It is comprised of four main components: Balanced processing, internalized moral perspective, relational transparency, and self-awareness. These types of leaders focus on moral standards and values and that is what guides his or her leadership. This study evaluates the impact authentic leaders have on shaping the ethical attitudes of faculty when they are placed in direct departmental supervisory positions. A survey of faculty from 15 Mississippi colleges and universities was conducted. Results indicate that the self-awareness and relational transparency constructs of authentic leadership influence faculty attitudes towards objective research integrity issues, but the direction of influence conflicts with each of the constructs. Additional variables failed to reach a level of significance suggesting that other variables, not historically associated with organizational leadership and research integrity, are influencing faculty’s ethical perceptions. Additional attention is focused on barriers to effective leadership caused by the compliance focused culture of institutions of higher learning.

While the Doctor of Occupational Therapy (OTD) degree is distinctively characterized by clinical leadership (O’Brien et al., 2012; Pierce & Peyton, 1999); there is a limited amount of literature regarding evidence-based, theory driven, outcome-oriented curricular practices that develop leadership skills in Entry-Level Doctor of Occupational Therapy (EL-OTD) students. The occupational therapy (OT) profession would benefit from OT programs taking an empirical approach to implementing leadership development as there is currently a need to understand which approaches produce the most impactful and relevant changes for the profession. This project intends to fill the gap in empirical knowledge through the creation of an authentic leadership curriculum based on learning theories and learning science principles that can be assessed for impact and successful knowledge transfer among EL-OTD students. The proposed initiative involves the infusion of authentic leadership components in a leadership curriculum that will be nested into an EL-OTD curriculum. Specifically, this initiative consists of the inclusion of course learning objectives and course activities focused on the components of authentic leadership theory framework within each course in the OT program’s curriculum. The structured approach to construction and implementation of the leadership curriculum is based on Systems Theory and also relies heavily on Action Learning Theory, Leadership Development Theory, Conger’s Four Approaches to Leadership Development, and Authentic Leadership Theory. The elements of each theory build a conceptual model answering the questions what, when, and how leadership development will occur. The aim of this educational intervention is to increase authentic leadership in students. OT and occupational therapy assistant (OTA) programs are identified stakeholders who may benefit from the program evaluation research findings and evaluation of the students’ leadership skills, as these findings can impact future curriculum development and reporting on programmatic outcomes. The short-term program evaluation objectives include increased EL-OTD students’ self-awareness as leaders, understanding of the meaning of leadership in OT practice, and authentic leadership skills. Evidence supports that leadership development programs are effective at increasing leadership skills. Accordingly, this innovative curriculum draws from elements of multiple theories from various disciplines in order to address the content and methods needed for infusing leadership development within an EL-OTD program. Consequently, the development of and outcomes related to the authentic leadership curriculum have the potential to reach current, applicant, candidate or transitioning OTD programs. / 2022-09-25T00:00:00Z

Autentiskt ledarskap representerar ett nytt område inom ledarskapsforskning och fokuserar på ett äkta och genuint ledarskap som återspeglar ledarens sanna jag. Samtidigt finns tvetydigheter om det går att vara sann mot sig själv eller om organisatoriska komplexiteter försvårar ens möjligheter. Efter Migrationsverkets implementation av lean har autentiskt ledarskap lyfts fram som ett framgångsrikt ledarskap för ett lyckat arbete med lean. Syftet med studien var därför att studera upplevelser av det autentiska ledarskapet i en organisation som säger sig tillämpa lean. Studien hade en kvalitativ forskningsdesign vilket innefattade sex semistrukturerade intervjuer med ledare på Migrationsverket. Resultatet visade på att autentiskt ledarskap förklaras som äkta genom självreflektion och relationer. Studien visar också att organisationen har en betydande roll för ledarnas möjlighet att vara autentiska eller inte. Med denna studie vill vi uppmärksamma det autentiska ledarskapet och vad det kan bidra med, men också lyfta organisationens innebörd för det. / Authentic leadership represents one of the newest areas of leadership research and focuses on a true and genuine leadership that reflects the true self. There are ambiguities whether it is possible to be true towards oneself or if organizational complexities affect its possibilities. Authentic leadership has been pointed out as the successful leadership approach within lean at Sweden Migrant Board. The aim was therefore to capture experiences of the authentic leadership within an organization that claims to apply lean. The study had a qualitative research design which included six semi-structured interviews with leaders at the Swedish Migration Board. The result showed that authentic leadership was declared genuine through self- reflection and relationships. The study also shows that the organization has a significant role for leaders' ability to be authentic or not. With this study, we want to pay attention to authentic leadership and what it can contribute. We also want to lift the organization's meaning for authentic leadership.

A presente tese investigou em que medida a percepção de liderança autêntica, de líderes e liderados, promove o capital psicológico e o engajamento no trabalho dos mesmos. Analisou-se ainda a influência da estrutura organizacional nas variáveis estudadas. Cinco estudos foram conduzidos. Primeiro, fez-se uma revisão da literatura sobre a produção internacional de liderança autêntica entre os anos de 2011 a 2015. Essa análise identificou importantes avanços sobre a temática. No entanto, os críticos desta teoria ainda apresentam pontos a serem respondidos. Os estudos de validação e da invariância da medida do Authentic Leadership Questionnaire para o Brasil, confirmam a adequação do instrumento. Os últimos dois estudos apontam que o capital psicológico prediz mais o engajamento no trabalho dos profissionais, em relação a liderança autêntica. Ainda constatam, estruturas organizacionais cooperativas e empreendedoras tem os profissionais mais engajados, em comparação as estruturas individualistas e controladoras. / This thesis investigated to what extent the perception of authentic leadership, by leaders and followers, promotes their psychological capital and work engagement. The influence of organizational structure on the variables studied was also analyzed. Five studies were carried out. Firstly, a review was made of the literature on the international production on authentic leadership between 2011 and 2015. That analysis identified important advances in the subject. However, critics of this theory still present points to be addressed. Studies regarding validation and the invariance of the Authentic Leadership Questionnaire for Brazil confirm the suitability of the instrument. The last two studies indicate that psychological capital is a better predictor of employees’ work engagement than authentic leadership. It also emerges that cooperative and entrepreneurial organizational structures have more engaged employees than more individualistic and controlling operational structures.

A presente tese investigou em que medida a percepção de liderança autêntica, de líderes e liderados, promove o capital psicológico e o engajamento no trabalho dos mesmos. Analisou-se ainda a influência da estrutura organizacional nas variáveis estudadas. Cinco estudos foram conduzidos. Primeiro, fez-se uma revisão da literatura sobre a produção internacional de liderança autêntica entre os anos de 2011 a 2015. Essa análise identificou importantes avanços sobre a temática. No entanto, os críticos desta teoria ainda apresentam pontos a serem respondidos. Os estudos de validação e da invariância da medida do Authentic Leadership Questionnaire para o Brasil, confirmam a adequação do instrumento. Os últimos dois estudos apontam que o capital psicológico prediz mais o engajamento no trabalho dos profissionais, em relação a liderança autêntica. Ainda constatam, estruturas organizacionais cooperativas e empreendedoras tem os profissionais mais engajados, em comparação as estruturas individualistas e controladoras. / This thesis investigated to what extent the perception of authentic leadership, by leaders and followers, promotes their psychological capital and work engagement. The influence of organizational structure on the variables studied was also analyzed. Five studies were carried out. Firstly, a review was made of the literature on the international production on authentic leadership between 2011 and 2015. That analysis identified important advances in the subject. However, critics of this theory still present points to be addressed. Studies regarding validation and the invariance of the Authentic Leadership Questionnaire for Brazil confirm the suitability of the instrument. The last two studies indicate that psychological capital is a better predictor of employees’ work engagement than authentic leadership. It also emerges that cooperative and entrepreneurial organizational structures have more engaged employees than more individualistic and controlling operational structures.

A presente tese investigou em que medida a percepção de liderança autêntica, de líderes e liderados, promove o capital psicológico e o engajamento no trabalho dos mesmos. Analisou-se ainda a influência da estrutura organizacional nas variáveis estudadas. Cinco estudos foram conduzidos. Primeiro, fez-se uma revisão da literatura sobre a produção internacional de liderança autêntica entre os anos de 2011 a 2015. Essa análise identificou importantes avanços sobre a temática. No entanto, os críticos desta teoria ainda apresentam pontos a serem respondidos. Os estudos de validação e da invariância da medida do Authentic Leadership Questionnaire para o Brasil, confirmam a adequação do instrumento. Os últimos dois estudos apontam que o capital psicológico prediz mais o engajamento no trabalho dos profissionais, em relação a liderança autêntica. Ainda constatam, estruturas organizacionais cooperativas e empreendedoras tem os profissionais mais engajados, em comparação as estruturas individualistas e controladoras. / This thesis investigated to what extent the perception of authentic leadership, by leaders and followers, promotes their psychological capital and work engagement. The influence of organizational structure on the variables studied was also analyzed. Five studies were carried out. Firstly, a review was made of the literature on the international production on authentic leadership between 2011 and 2015. That analysis identified important advances in the subject. However, critics of this theory still present points to be addressed. Studies regarding validation and the invariance of the Authentic Leadership Questionnaire for Brazil confirm the suitability of the instrument. The last two studies indicate that psychological capital is a better predictor of employees’ work engagement than authentic leadership. It also emerges that cooperative and entrepreneurial organizational structures have more engaged employees than more individualistic and controlling operational structures.