There is a high cost to nurse manager turnover and added to this challenge is the difficult tasks that hospitals have of recruiting and retaining nurse managers. These difficulties make it challenging for healthcare providing institutions to achieve consistent positive patient and staff outcomes. The current study examined the relationship between self-leadership, authentic leadership, and job satisfaction with nurse managers. Three elements making up the theoretical framework of this research were self-leadership, authentic leadership, and job satisfaction. The 2 predictor variables were self-leadership and authentic leadership. An evaluation of whether a relationship existed between the predictors and the criterion, job satisfaction, was made. A total of 76 nurse managers completed an online survey, and a linear regression was used to analyze the data. Results indicated that self-leadership was not a statistically significant predictor of job satisfaction at a CI of 95%. Authentic leadership and 3 of its 4 dimensions were found statistically significant as a predictor of job satisfaction at a CI of 95%. This study may have implications for positive social change through its indirect effect on the management and execution of patient care.

This research concerns itself with the effects of authentic leadership and a positive organisational context. Gardner, Avolio, Luthans, May and Walumbwa’s (2005) authentic leader and follower development model suggests that authentic leadership within a positive organisational context leads to increased authentic followership, which in turn influences positive follower outcomes, and finally leads to sustainable and veritable organisational performance. A research contextual framework, based on Gardner et al.’s (2005) model, is developed with one significant change being the repositioning of a positive organisational context as a relatively more significant construct in the development of authentic followership. The research contextual framework and in particular the correlations between the various constructs are tested. This is performed through a quantitative study based on the completion of a research questionnaire by employees at four South African based services companies. In addition to a general testing of the various correlations, the role of a positive organisational context is specifically investigated in order to shed light on which model better reflects the authentic leadership development process: Gardner et al.’s (2005) model or the research contextual framework. It is also intended that this research will provide insights into whether general authentic leadership theory can be generalised to a South African context. Copyright / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

This study aims to explore and create a deeper understanding of companies' leadership and discover how national culture relates to authentic leadership in a Swedish context. In addition to the purpose, the following research question is formulated; What are the characteristics of authentic leadership in Swedish managers from an employee's perspective? This study is based on a qualitative study with a deductive approach to get a deeper understanding of the topic rather than a broader perspective. The empirical data was gathered through eight interviews with people who work in the private and public sectors of business, and interviews were conducted through Zoom. Our analysis identified two main themes, and these are connected to the national culture in Sweden. Swedish managers are skilled listeners and diplomatic leaders, which affects authenticity, showing how national culture can affect authenticity.

No / This research is an attempt to identify the kind of culture which is needed for a major transnational company to become a circular economy based organization based on the guidelines of Ellen McArthur Foundation. It aims to identify and learn from organizations with the relevant culture on the particular traits which may assist other organizations foster the culture required to implement a circular economy strategy. The information gathered is expected to contribute empirical information on culture management for circular economy strategy and an attempt to fill in the literature gap on strategy, mind-set shift and culture change, especially in transitioning towards sustainable business practices. The thesis mind-map and outline of chapters have been provided. Literature pointed out that alignment between organizational culture and strategy ensures successful implementation. The development of a more sustainable economic model, the circular economy, has triggered organizations to look into their business strategies and adjust accordingly. This research is an attempt to identify and learn from organizations with relevant culture on the particular traits which may assist other organizations foster the culture required to implement a circular economy strategy. The researchers applied Johnson’s (2001) cultural web and other relevant literatures on organizational culture, leadership, collaboration, and form constructs for an exploratory case study. Several management qualities have been mentioned namely the development of cross-functional teams, establishment of relationships beyond transactional partnerships, a risk oriented learning environment, entrepreneurial organization culture and structure, and empathetic leadership.

No description available.

Thesis (MBA (Business Management))--University of Stellenbosch, 2009. / ENGLISH ABSTRACT: This reflexive narrative traces the development of the author’s authentic leadership fingerprint. The document outlines the author’s developmental journey from the streets of North-End in Port Elizabeth, to the boardroom tables of major telecommunications organisations in Africa, Continental United States and Europe. Utilising autoethnography as a vehicle of enquiry, the author relates his life story, with a specific focus on significant trigger events, individuals who had a positive or negative influence on the development of his world view; and the dynamic of a racially reclassified family living in Apartheid-era South Africa. The author recounts specific incidents and reflects upon significant learnings that continue to influence his leadership style as corporate manager today. The author concludes with a reflection of the transformative power of the autoethnographic process and it’s potential use as a leadership development tool, before defining an authentic leadership fingerprint that is unique to his management style. / AFRIKAANSE OPSOMMING: Hierdie persoonlik reflekterende dokument weerspieël hoe die deurlopende ontwikkeling en persoonlike groei van die outeur se leierseienskappe verfyn is deur sy lewenservaringe en ondervinding. Die roete wat die outeur in sy persoonlike omstandighede moes onderneem om die oorbrugging, vanuit Port Elizabeth se noordelike voorstede, tot in die beheer van vergaderings in raadsale van een van Suid-Afrika, die VSA asook Europa se voorste telekommunikasiespelers te bemeester. Met behulp van outoetnografie, koppel en vereenselwig die outeur die ontwikkeling van sy lewensverhaal met spesifieke gebeurtenisse, positief sowel as negatief, asook met die individue wat ‘n moontlike impak gehad het op sy uitkyk op die lewe sowel as die leierseienskappe wat die outeur vandag in sy daaglikse lewe so suksesvol weerspieël en implimenteer. Die dokument raak ook aan die historiese rasse klassifikasie en apartheidswette van Suid-Afrika en watter impak dit op die outeur se familielewe asook persoonlike opvoeding en ontwikkeling gehad het. Die proporsionele bydrae van hierdie eksterne insette soos vergestalt deur staatsregulasies en diskriminasie word bespreek met spesifieke verwysing na die invloed wat dit gehad het op die ontwikkeling van die outeur as leier en watter impak dit moontlik kon gehad het met verwysing tot die outeur as leier en bestuurder soos wat spanlede en mense in sy daaglikse lewe hom ervaar. Die outeur sluit af met ‘n oorsig gefokus op die moontlike impak wat ‘n outoetnografie proses op verandering in ‘n werkshoedanigheid kan hê met betrekking tot die moontlike insluiting in die leierskap onwikkelingsproses van maatskappye. Die klem val op die ontwikkeling van die toekomstige leier en hoe die outoetnografie proses ‘n roete of handleiding kan verskaf vir die omskrywing van die leier se individuele en unieke styl van leierskap.

Relationships are so entrenched in the social interaction between individuals that most people do not pay attention to them until they experience trouble in their relationship. Humans create new relationships and end old ones all the time in conscious and unconscious processes. This thesis will give a theoretical and practical overview to reveal the process of social interaction which shapes relationships between a leader and a follower. We focus on the necessary components as well as on the process in which the relationship is built. We approach the process of social interaction from both the side of the leader and the side of the follower to create a balanced picture that will provide systematic explanation of this complicated and multidimensional phenomenon. The primary focus of this thesis will be on the origin and development of an authentic, healthy relationship between a leader and a follower.

La santé au travail a été reconnue comme un élément important du développement économique mondial à long terme. Cependant, les projections statistiques laissent poindre des préoccupations sur deux plans : la main d’œuvre vieillit et leur bien-être psychologique se détériore. Pour pallier ses problématiques, des leaders forts sont recherchés pour cultiver des climats de confiance de même que veiller au bien-être de leurs collaborateurs. Cette thèse a pour objet d’étudier les liens entre le leadership authentique (LA), le climat de travail et le bien-être des personnes. Pour y parvenir, deux recherches ont été réalisées. La première étude visait à se doter d’un instrument de mesure de LA en français. Le « Authentic Leadership Questionnaire » a été traduit et validé. Les résultats des analyses factorielles confirmatoires effectuées sur deux échantillons de travailleurs québécois (N = 365, N = 859) ont montré que c’est une structure de deuxième ordre avec les quatre facteurs associés au LA qui offre le meilleur ajustement aux données. Le LA a ensuite été mis en lien avec des corrélats (authenticité du leader, bien-être psychologique du leader, bien-être psychologique des subordonnés, confiance et justice interpersonnelle). Toutes les hypothèses ont été soutenues à l’exception d’une, soit celle liant le LA autorapporté par le leader et son bien-être psychologique. La deuxième étude a testé un modèle de médiation où le climat de travail a été postulé comme médiateur de la relation entre le LA et le bien-être des travailleurs. Un devis non expérimental avec six mois entre les passations a été utilisé. Quatre cent six (406) infirmières et infirmiers ont rempli des questionnaires mesurant le LA et le climat perçus au travail, et six mois plus tard, une mesure de bien-être psychologique au travail. Les résultats découlant d’une analyse de médiation par la technique de « boostrapping » ont révélé que le LA est associé au bien-être des subordonnés par l’entremise d’un climat de travail positif qu’il contribue à favoriser. Au terme de cette recherche doctorale, on commente les résultats, expose les principaux apports, présente des retombées pratiques, discute des limites et propose des pistes de recherche future. / Occupational health has been recognized as an important long-term element of global economic development. However, statistical projections suggest dawn concerns on two levels: workers are aging and psychological well-being is deteriorating. To overcome its problems, strong leaders are sought for growing climate of trust as well as the well-being of their employees. This thesis aims to study authentic leadership as a contributor to the work climate and well-being of employees. To this end, two studies were performed. The first study aimed to translate and validate the Authentic Leadership Questionnaire in French. Confirmatory factor analyzes were performed on two samples of Quebec workers (N = 365, N = 859). The results obtained with a shortened version of the instrument show that a second-order structure with four associated factors provides the best fit to the data. The validity of the measure was further supported with authentic leadership correlates. The results revealed that leader’s personal level of authenticity was positively related to the exercise of an authentic leadership, as well as with the leader’s psychological well-being. Furthermore, the expected links between authentic leadership and followers’ well-being, trust and interpersonal justice were supported. No support was found for the link between auto-reveled authentic leadership by the leader and his/her psychological well-being. The second study investigated a mediation model where authentic leadership has been purported to influence psychological well-being through its impact on work climate. Using a sample of 406 nurses, a time-lagged study design was employed to determine the mediational role of work climate in explaining the impact of authentic leadership. A mediation analysis with the use of a bootstrapping technique revealed that work climate mediated the relationship between authentic leadership and psychological well-being at work. These findings indicate that authentic leadership impacts the work climate in a positive manner; thereby, increasing levels of psychological well-being at work. Finally, in conclusion of this thesis endeavour, results are commented, contributions are presented, practical implications are suggested, limits are outlined, and future research are proposed.

Med ett mål att förbättra ledarskapet använder ett stort antal verksamheter diverse ledarskapsutbildningar. Målet med ledarskapsutbildningarna var att förbättra chefers hälsofrämjande ledarskap. Kan chefer verka hälsofrämjande och då skapa en bättre arbetsmiljö kan detta bland annat ge gynnsamma effekter på minskat behov av nyrekrytering. Autentiskt ledarskap har tidigare visat sig ha positiva effekter på medarbetares hälsa och kan ses som en typ av hälsofrämjande ledarskap. Syftet med denna interventionsstudie är att studera om det hälsofrämjande ledarskapsprogrammet främjar ett autentiskt ledarskap. Metoden har varit att analysera en interventionsgrupps självskattade effekter på sitt autentiska ledarskap i förhållande till en kontrollgrupp. Detta har skett i områdena självmedvetenhet, relationell transparens, balanserad processhantering och internaliserat moraliskt perspektiv med det beprövade instrumentet Authentic Leadership Questionnaire (ALQ). Analysen har genomförts med den statistiska metoden ANCOVA. Studiens deltagare var chefer inom vård och omsorg som studerat vid en hälsofrämjande ledarskapsutbildning. Av de 86 deltagarna ingick 42 i interventionsgruppen och 44 i icke-lika kontrollgruppen. Inget av de analyserade områdena visade på någon signifikant förbättring efter genomgången intervention även om resultatet får relateras till problemet med reliabiliteten. En bidragande orsak till avsaknaden av ett signifikant resultat kan vara bristande reliabilitet i instrumentet som användes. Slutsatsen är att det inte har kunnat identifierats någon signifikant inverkan på deltagarnas förmåga att utöva ett autentiskt ledarskap.

In Sweden, turnover among healthcare professionals is a significant problem in hospital settings. Efficient leadership of healthcare professionals is vital for enhancing the quality and integration of healthcare. Authentic leadership (AL) is a relational leadership style instigated from the field of positive organizational conduct and is asserted to advocate healthy work environments that impact healthcare professional’s efficiency and positive organizational outcomes. This master’s thesis aims to describe the impact of AL on the work environment and patient outcomes in hospital settings. The method is a literature study. Peer-reviewed English or Swedish articles that examined the impact of AL on the work environment and patient outcomes in hospital settings were selected from seven databases. Quality appraisal, data extraction, and analysis were accomplished on the included studies. A total of 26 articles (n=24 quantitative, n=1 qualitative and n=1 mixed method) satisfied the inclusion criteria. Results were evaluated according to the literature review content analysis. Findings support positive relationships between AL and increased optimism and trust among healthcare professionals, job satisfaction and turnover, patient care quality, structural empowerment, and work engagement. Findings were, therefore, consistent with AL theory. Future studies using more diversity in research themes, settings, study populations, organizations, job areas, geographic origins, and theory context are merited. People in positions of influence in healthcare settings and healthcare practitioners can use the findings of this study as a guide to increase awareness of the processes by which AL promotes positive outcomes in the workplace.