[pt] Este estudo teve como objetivo analisar a liderança autêntica e sua relação com outros conceitos como gênero na liderança, compartilhamento de conhecimento, empoderamento e intenção de turnover. O trabalho traz algumas das principais teorias sobre o assunto e é baseado em um levantamento realizado junto a uma grande empresa brasileira. Alguns resultados confirmam as hipóteses e reforçam a relação entre a liderança autêntica e a liderança feminina, a liderança autêntica e o empoderamento e a liderança autêntica e a intenção de turnover. Uma hipótese não foi confirmada, a relação entre liderança autêntica e compartilhamento de conhecimento. Todas as hipóteses, confirmadas ou não, criam uma série de possibilidades para pesquisas futuras, que podem aprofundar o conhecimento sobre o tema, ampliar as teorias sobre liderança autêntica e ainda contribuir para a compreensão do que acontece na prática dentro das organizações. / [en] This study aimed to analyze authentic leadership and its link to other concepts such as gender in leadership, knowledge sharing, empowerment and intent to turnover. The work brings some major theories of the subject and is based on a survey conducted with a large Brazilian company. Some results confirm the hypotheses and reinforce the link between authentic leadership and female leadership, authentic leadership and empowerment and authentic leadership and intent to turnover. One hypothesis was not confirmed, the link between authentic leadership and knowledge sharing. All hypotheses, confirmed or not, create a lot of possibilities for future research in order to push knowledge boundaries on the subject, expanding theories of authentic leadership and yet understanding what actually happens in organizations.

Lots of companies recognize the need for leadership development. However, there is still not a consensus about what practices or bundle of practices can be used for the effective development of leadership competencies. Many existing methods are focused on emulation of characteristics of successful leaders or the development of personal competencies based, for example, on psychological traits tests. Therefore, a better understanding of the application of more holistic methods for leadership development is necessary. Such methods consider personality traits as well as the organizational context where leaders are inserted. Some recent theories that have contributed to this area include Authentic Leadership Development (ALD) and Positive Organizational Scholarship (POS). Furthermore, emotional and social intelligence continue to be highly relevant subjects for leadership development because of the correlation between these attributes and leaders\' performance. This study proposes a leadership development program that encompasses fundamental concepts related to the implementation of practices that are considered suitable for organizations and individuals. The focus on the development of positive behaviors instead of the identification and resolution of imperfections is a characteristic of the proposed program. The research includes four steps: research motivation and goals definition, literature review, action research, and final considerations and conclusion. The action research step included two iterations in which the program was tested and optimized according to the learning process of the researcher. The program was offered to engineering students due to the necessity for leadership development for these future professionals and due to the lack of disciplines focused on leadership development in the engineering curriculum. Thus, the study aims to achieve a better understanding of leadership development and the implementation of practices for leadership development in engineering. Finally, a detailed syllabus of the proposed leadership development course and a method for evaluating the program is presented along with the insights acquired in the action research and recommendations for future research. / Muitas empresas reconhecem a necessidade do desenvolvimento dos seus líderes, porém ainda não há um consenso sobre quais práticas ou conjunto de práticas podem ser usadas para o desenvolvimento efetivo de competências relacionadas à liderança. Muitos dos métodos usados focam em emular características de líderes que obtiveram sucesso e em desenvolver habilidades pessoais com base, por exemplo, em testes de traço psicológicos de personalidade. Portanto, é necessário um maior entendimento do potencial de aplicação de métodos mais holísticos para o desenvolvimento de líderes, que considerem características pessoais dos indivíduos assim como habilidades adotadas no contexto organizacional onde estão inseridos. Algumas teorias recentes que contribuíram nessa área incluem desenvolvimento de liderança autêntica e o estudo de organizações positivas. Além disso, inteligência emocional e inteligência social continuam sendo tópicos altamente relevantes para o desenvolvimento de líderes por influenciarem significativamente no desempenho dos mesmos. Este projeto propôs a elaboração de um programa para desenvolvimento de liderança positiva que engloba conceitos fundamentais relacionados a implementação de práticas consideras apropriadas para a organização e indivíduos. O foco no desenvolvimento experiencial de comportamentos positivos ao invés da identificação e resolução de defeitos é uma característica fundamental do programa proposto. A pesquisa inclui quatro fases: definição da motivação e objetivos de pesquisa, revisão bibliográfica, pesquisa ação, e conclusão e considerações finais. A fase de pesquisa ação contou com duas interações nas quais o programa para desenvolvimento de liderança positiva foi testado e otimizado de acordo com a aprendizagem do pesquisador. Tal programa foi oferecido a alunos de engenharia devido a necessidade de competências de liderança para esses futuros profissionais e a falta de disciplinas focadas no desenvolvimento de liderança nos currículos de engenharia. Assim, espera-se alcançar uma melhor compreensão sobre os métodos para desenvolvimento de liderança e a aplicação de tais métodos para o desenvolvimento de liderança em engenharia. Por fim a programação detalhada do curso de desenvolvimento de líderes e os métodos para avaliação do mesmo são apresentados assim como a aprendizagem adquirida durante a pesquisa e recomendações para pesquisas futuras.

[pt] Este estudo teve como objetivo analisar a influência da liderança autêntica sobre a presença afetiva do líder e sobre a percepção de justiça organizacional. Examinou também o papel da presença afetiva positiva do líder e da percepção de justiça organizacional como mecanismos mediadores da relação entre liderança autêntica e satisfação no trabalho. É um estudo de natureza quantitativa, buscou explorar o modelo e analisar as hipóteses propostas. Foram realizadas regressões múltiplas utilizando-se as diferentes variáveis dependentes, objeto do estudo. A pesquisa foi realizada em uma sociedade de economia mista do setor bancário brasileiro e contou com uma amostra de 193 funcionários. Os resultados indicam que há uma relação direta entre a liderança autêntica e a presença afetiva do líder, assim como entre a liderança autêntica e a percepção de justiça organizacional. A relação direta entre a presença afetiva positiva do líder e a percepção de justiça organizacional também foi verificada. Além disso, foi observado que a presença afetiva positiva do líder e a percepção de justiça organizacional parecem ser caminhos relevantes por meio dos quais os líderes autênticos poderiam alcançar uma maior satisfação dos funcionários com o trabalho. Relações positivas entre a satisfação no trabalho e a intenção dos funcionários de permanecer na organização e na equipe na qual trabalham também foram encontradas. / [en] This study intended to analyze the influence of authentic leadership on leader s affective presence and on the perception of organizational justice. It has been also examined the role of leader s positive affective presence and the perception of organizational justice as mediating mechanisms of the relationship between authentic leadership and job satisfaction. It is a quantitative study and multiple regressions were performed considering different dependent variables to explore the model and analyze the proposed hypothesis. The survey was conducted in a state owned company of the Brazilian banking sector and had a sample of 193 employees. The results pointed out that there is a direct relationship between authentic leadership and leader affective presence, as well as between authentic leadership and the perception of organizational justice. The direct relationship between leader s positive affective presence and perception of organizational justice was also verified. In addition, it has been observed that leader s positive affective presence and perception of organizational justice seem to be relevant paths for authentic leaders to achieve a better level of job satisfaction. A positive relationship between job satisfaction and employees intention to stay working at the organization and in the same team have also been found.

Lots of companies recognize the need for leadership development. However, there is still not a consensus about what practices or bundle of practices can be used for the effective development of leadership competencies. Many existing methods are focused on emulation of characteristics of successful leaders or the development of personal competencies based, for example, on psychological traits tests. Therefore, a better understanding of the application of more holistic methods for leadership development is necessary. Such methods consider personality traits as well as the organizational context where leaders are inserted. Some recent theories that have contributed to this area include Authentic Leadership Development (ALD) and Positive Organizational Scholarship (POS). Furthermore, emotional and social intelligence continue to be highly relevant subjects for leadership development because of the correlation between these attributes and leaders\' performance. This study proposes a leadership development program that encompasses fundamental concepts related to the implementation of practices that are considered suitable for organizations and individuals. The focus on the development of positive behaviors instead of the identification and resolution of imperfections is a characteristic of the proposed program. The research includes four steps: research motivation and goals definition, literature review, action research, and final considerations and conclusion. The action research step included two iterations in which the program was tested and optimized according to the learning process of the researcher. The program was offered to engineering students due to the necessity for leadership development for these future professionals and due to the lack of disciplines focused on leadership development in the engineering curriculum. Thus, the study aims to achieve a better understanding of leadership development and the implementation of practices for leadership development in engineering. Finally, a detailed syllabus of the proposed leadership development course and a method for evaluating the program is presented along with the insights acquired in the action research and recommendations for future research. / Muitas empresas reconhecem a necessidade do desenvolvimento dos seus líderes, porém ainda não há um consenso sobre quais práticas ou conjunto de práticas podem ser usadas para o desenvolvimento efetivo de competências relacionadas à liderança. Muitos dos métodos usados focam em emular características de líderes que obtiveram sucesso e em desenvolver habilidades pessoais com base, por exemplo, em testes de traço psicológicos de personalidade. Portanto, é necessário um maior entendimento do potencial de aplicação de métodos mais holísticos para o desenvolvimento de líderes, que considerem características pessoais dos indivíduos assim como habilidades adotadas no contexto organizacional onde estão inseridos. Algumas teorias recentes que contribuíram nessa área incluem desenvolvimento de liderança autêntica e o estudo de organizações positivas. Além disso, inteligência emocional e inteligência social continuam sendo tópicos altamente relevantes para o desenvolvimento de líderes por influenciarem significativamente no desempenho dos mesmos. Este projeto propôs a elaboração de um programa para desenvolvimento de liderança positiva que engloba conceitos fundamentais relacionados a implementação de práticas consideras apropriadas para a organização e indivíduos. O foco no desenvolvimento experiencial de comportamentos positivos ao invés da identificação e resolução de defeitos é uma característica fundamental do programa proposto. A pesquisa inclui quatro fases: definição da motivação e objetivos de pesquisa, revisão bibliográfica, pesquisa ação, e conclusão e considerações finais. A fase de pesquisa ação contou com duas interações nas quais o programa para desenvolvimento de liderança positiva foi testado e otimizado de acordo com a aprendizagem do pesquisador. Tal programa foi oferecido a alunos de engenharia devido a necessidade de competências de liderança para esses futuros profissionais e a falta de disciplinas focadas no desenvolvimento de liderança nos currículos de engenharia. Assim, espera-se alcançar uma melhor compreensão sobre os métodos para desenvolvimento de liderança e a aplicação de tais métodos para o desenvolvimento de liderança em engenharia. Por fim a programação detalhada do curso de desenvolvimento de líderes e os métodos para avaliação do mesmo são apresentados assim como a aprendizagem adquirida durante a pesquisa e recomendações para pesquisas futuras.

Effective leadership, ethical leadership, and leadership emergence have been extensively researched, but there remains a lack of research on the relationship between the big 5 personality traits and authentic leadership. This quantitative study was based on the empirical principles of the big 5 model and guided by the big 5 theory. In addition, this research asked if there was a relationship between the big 5 model and authentic leadership, and which combination of the 5 personality traits best predict authentic leadership. Fifty-five adult participants, employed in various corporations, were recruited from a convenience sample. They rated their leaders by completing an Authentic Leadership Questionnaire, the NEO Five-Factor Inventory-3, and a demographic questionnaire. Data were analyzed using multiple linear regression analyses and the results showed that the big 5 personality model explained 46.9% of the variance (F (5, 49) = 8.65, p < .001. Conscientiousness positively (β = 0.40, p = .003) correlated with authentic leadership while neuroticism was inversely (β = -0.04, p = .046) correlated. These 2 traits best predicted authentic leadership and provided the strongest correlation. Extraversion (β = -.04, p = .739) and openness-to-experience (β = .25, p = .080) were non-significant traits. In the Pearson Correlation analysis, agreeableness had a weak inverse correlation with authentic leadership, (r (53) = -0.30, p = .027), and contributed 8.9% of the variance in predicting authentic leadership. Conscientious leaders with low level of neuroticism, who practice authentic leadership, will bring about positive social change by reducing unethical practices, improving communication with employers, employees, and consumers, and improving employee morale.

This thesis deals extensively with ‘the Art of Leading Oneself’. In the course of this paper, an understanding of the term ‘leading oneself’ is given. Furthermore a reflection upon the reasons why it is necessary in nowadays society and business world to lead oneself is provided. The core of the thesis constitutes a thorough discussion of possible elements of the art of leading oneself. In conclusion it is to be said, that on the basis of the knowledge of an individual’s frames of references, a framework of personal values and vision should be created. In a second dimension it is necessary to deeply reflect upon the inner Self and to gain insight about the authentic Self. Through the acknowledgement that an individual can learn from failures, the principles of the crucibles are described. In a third dimension, the bridge to ‘the Art of Leading Others’ is build and a rough overview of the necessities of sensegiving in the communication process is given. Concluded, it can be said, that it is of utmost importance to know and incorporate the authentic Self in every activity. / Diese Masterthesis behandelt und beschreibt im ausführlichen Maße ‚die Kunst sich selbst zu führen’. Innerhalb dieser Arbeit erarbeite ich ein Verständnis über das Konzept des ‚sich selbst Führens’. Des Weiteren wird über die Notwendigkeit der Selbstführung in der schnelllebigen Berufs- und Sozialwelt reflektiert. Der Kern der Arbeit konstituiert eine ausführliche Diskussion über mögliche Elemente des ‚sich selbst Führens’. Zusammenfassend kann gesagt werden, dass auf Basis des Wissens über die individuellen Bezugssysteme ein persönliches Wertesystem und eine darauf aufbauende Vision erstellt werden soll. In einer zweiten Ebene ist es notwendig eine tiefe Reflektion über das Innere Selbst durchzuführen um Erkenntnis der tieferen Einsicht des authentischen Selbst zu erlangen. Durch die Anerkennung und Wertschätzung seiner persönlichen Misserfolge sollte das Verständnis geschaffen werden, aus Fehlern zu lernen. In einer dritten Dimension wird die Brücke zur ‚Kunst andere zu Führen’ erschaffen und ein grober Überblick über die Notwendigkeiten einer sinnstiftenden Kommunikation wird gegeben. Resümierend kann gesagt werden, dass es von äußerster Bedeutung ist, sich selbst zu kennen und sein authentisches Selbst in jeder alltäglichen Aktivitäten zu integrieren.

How does authentic leadership influence subordinate outcomes? It depends on whom you ask. Using Walumbwa, Avolio, Gardner, Wernsing, and Peterson’s (2008) theory-based measure of authentic leadership, this dissertation research advances the authentic leadership literature by: 1) examining relations between managers’ self-reported and subordinates’ ratings of authentic leadership and subordinate outcomes; 2) testing the theoretical proposition that more authentic leaders are inherently more ethical both in the values they subscribe to and in their behavior when compared to less authentic leaders; and 3) examining the mediating mechanisms that account for relations between authentic leadership and subordinate outcomes. Using a field sample of 188 managers and 75 subordinates, results revealed that subordinates and their managers do not see eye to eye in their perceptions of managers’ authentic leadership as the correlation between their ratings was only marginally significant. General support was found for the notion that more authentic leaders subscribe more to self-transcendent values and less to self-enhancement values when compared to less authentic leaders; they also engage in more ethical decision making. Furthermore, results showed that authentic leadership is associated with a broad range of subordinate outcomes, including leader-member exchange, affective organizational commitment, organizational citizenship behavior, and job performance. However, these relations were found only within source. Mediation analyses revealed that subordinates’ trust in their manager partially mediated the relation between subordinate-rated authentic leadership and subordinates’ perceptions of the quality of their relationship with their manager (LMX). Mediation analyses also revealed that subordinates’ trust in their manager and their sense of psychological empowerment each mediated relations between subordinate-rated authentic leadership and subordinates’ affective organizational commitment. In addition, managers’ self-reported empowering leader behavior mediated the relation between managers’ self-rated authentic leadership and their ratings of their subordinates’ organizational citizenship behavior. Implications for research and practice are discussed.

Employees' knowledge is a critical resource for the organization, and if it is not shared, it is lost to other employees and the organization. However, knowledge sharing (KS) does not happen easily; KS is a personal choice that cannot be forced. This study employs Self-Determination Theory (SDT) as a theoretical framework to study employees' KS behavior and motivations. Data were collected from full-time working professionals (N=208) using an online survey. The effects of autonomy, motivation, trust, authentic leadership style (ALS), knowledge self-efficacy, and technology were studied using moderated and mediated regression analyses. The results reveal (a) knowledge is shared more when individuals have more autonomy; (b) benevolence-based and institution-based trust had a moderating effect on autonomy and KS behavior (when autonomy was low, if benevolence-based or institution-based trust was high more KS occurred); (c) competence-based trust did not have a similar moderating effect, but had a significant main effect predicting KS; and (d) a supervisor's ALS contributed in explaining the total variance of KS behavior and predicted KS after controlling for autonomy. All three types of trust mediated the relationship between ALS and KS. Moreover, knowledge self-efficacy is a strong predictor of KS, while users' perception of technology is a moderate predictor. Additionally, a factor analysis was conducted on 15 different types of KS technologies used by participants. Technologies were clustered into three groups based on their degree of interactivity. Only high-interactive technologies positively correlated with trust predicted KS. This study advances prior findings and contributes to KS research and practice. It was the first to examine relationships between ALS and KS, proved that SDT is a strong framework in predicting KS motivations, and showed only high-interactive technologies positively linked with trust predict KS. Organizations could use these findings to develop appropriate strategies and trainings to foster a KS environment.

本研究旨在探討校長真誠領導與教師組織承諾、組織公民行為之關係，並探究組織承諾在真誠領導與組織公民行為之間是否具有中介變項的效果。 本研究採用問卷調查法，以非完全中學之北部地區，共有110所高中職學校教師為樣本母群體，採分層隨機抽樣，抽出800位受試者，回收有效問卷586份，所得資料分別以描述性統計、t考驗、單因子變異數分析及迴歸分析等統計方法進行資料的分析與處理，以瞭解高中職教師知覺校長真誠領導與教師組織承諾、組織公民行為之現況、差異情形及其預測力。研究結論如下： 一、高中職教師對校長真誠領導之知覺現況中等，以「內化道德觀」最高。 二、高中職教師組織承諾之表現程度屬中等，以「情感性承諾」最高。 三、當前高中職教師組織公民行為之表現屬中等程度，以「對學生之公民行為」最佳。 四、性別、年齡、職務、公私立等四個背景變項在真誠領導、組織承諾、組織公民行為上有顯著差異，以「男性」、「41歲以上」、「兼任主任職務者」、與「私立學校」教師較高。 五、服務總年資及本校服務年資等二個背景變項在組織承諾與組織公民行為上有顯著差異，以服務11年以上之教師比10年以下的教師對學校產生了更高的認同感，表現相對較佳的公民行為。 六、教育背景、學歷、高中職類型等三個背景變項在真誠領導、組織承諾、組織公民行為上無顯著差異。 七、真誠領導與組織承諾對組織公民行為具顯著正相關及預測力 八、組織承諾在真誠領導與組織公民行為間具有部份中介效果 最後依據研究結果與結論，提出具體建議，以作為教育行政機關、高中職校長、以及未來研究的參考。 / The purpose of this study is to investigate the relationship among principal’s Authentic Leadership(AL) and teacher’s Organizational Commitment(OC) and Organizational citizenship behavior(OCB). Furthermore, the mediating effect of AL and OC on OCB was examined. A survey research was conducted using a sample of high school and vocational school teachers in 7 counties/cities in Northern Taiwan, excluding the complete schools. 800 teachers from 110 schools were selected by stratified random sampling. 586 valid sample data collected was analyzed and processed with the methods of descriptive statistics, t-test, one-way ANOVA, multiple-regression analysis. The major findings of this study are as follows: 1.Principal’s AL is above average, “internalized moral perspective” ranks the top. 2.Teacher’s OC is above average, “affective commitment” ranks the top. 3.Teacher’s OCB is above average, “OCB-defending the individual students” ranks the top. 4.Four demographic variables, including gender, age, position, school type, show significant differences in AL, OC, OCB. Teachers who are male, older than 41, work as the chief of department, or work in private schools show higher perception of AL and higher performance of OC and OCB. 5.Two demographic variables, total serving years and serving years in present school, show significant differences in OC, OCB. Teachers with more than 11 serving years show much sense of identification and better performance of OCB. 6.Three demographic variables, including university, education, school category, show no significant differences in AL, OC, OCB. 7.AL is positively related to OC and OCB. In addition, AL has positive direct effect on OCB, OC has positive direct effect on OCB. AL has positive direct effect on OC. 8.OC does have mediating effect on AL and OCB. Based on the results of the research, suggestions for educational administration authorities, principals and future related study are proposed.

Dans les trois chapitres de cette thèse nous explorons le lien entre les performances des entreprises et les caractéristiques psychologiques des dirigeants. Dans un premier chapitre conceptuel, nous étudions les fondements théoriques des travaux en finance comportementale d'entreprise en analysant l'hubris et les concepts qui lui sont apparentés. Nous suggérons des pistes de recherche futures qui, pour certaines, sont mises en oeuvre dans les deux autres chapitres de ce travail. Dans le second chapitre, nous étudions l'impact du narcissisme des dirigeants acquéreurs et cibles sur les aspects privés d'un échantillon de fusions-acquisitions américaines. Nos résultats indiquent que desniveaux de narcissisme plus élevés chez les dirigeants acquéreurs sont associés à une plus forte probabilité que l'acquéreur initie l'opération et à une période plus courte entre l'initiation de l'opération et son annonce publique. Nos résultats suggèrent également que des niveaux de narcissisme plus élevés chez les dirigeants cibles sont positivement associés à la prime offerte et négativement associés aux rendements anormaux cumulés de l'acquéreur. Dans le troisième chapitre, nous analysons l'effet du leadership authentique du dirigeant sur les performances boursières etd'exploitation d'un échantillon d'entreprises du SBF 250. Nous collectons des données sur le leadership authentique par le biais de questionnaires. Nous analysons la différence entre les performances des entreprises en les affectant à trois portefeuilles selon le niveau de leadership authentique en utilisant l'analyse en trois facteurs de Fama et French. Nous ne trouvons aucun lien significatif entre le niveau de leadership authentique du dirigeant et la performance boursière. Dansles analyses des performances d'exploitation, nous trouvons un lien positif et significatif entre le niveau de leadership authentique et la rentabilité économique (ROA). / We study the effect of CEO psychological characteristics on firm performance in three papers. We first consider the theoretical background to work in behavioral corporate finance in a conceptual paper analyzing hubris and related psychological concepts. In this paper we put forward ideas for future research, some of which we implement subsequent papers. In paper 2, we study the effect of acquirer and target CEO narcissism on the private aspects of the takeover process in a sample of US M&A deals. We find that higher levels of acquirer CEO narcissism are associated with a higher probability of deal initiation by the acquirer and with a shorter length of time between deal initiation and announcement. Concerning value effects, our results suggest that higher levels of target CEO narcissism are positively related to bid premium and negatively related to acquirer cumulative abnormal returns. In addition, the difference between acquirer and target CEO narcissism is a significant factor in explaining the different aspects of the takeover process. In the third paper, we analyze the effect of CEO authentic leadership on the market and operating performance of a sample of listed French firms. We collect data on CEO authentic leadership using questionnaires. We analyze the difference in performance of firms sorted into three portfolios according to the level of CEO authentic leadership using a Fama French three factor analysis. We fail to find a significant relationship between CEO authentic leadership and market performance. In the operating performance analyses, we find a positive association between CEO authentic leadership and ROA.