This study presents research on the Psychological Capital Questionnaire (PCQ-24) and the Authentic Leadership Questionnaire (ALQ) in a sample of Arizona secondary school principals. A comprehensive literature review was conducted linking the constructs of psychological capital and authentic leadership to other forms of positive leadership, effective organizational change theories, positive psychology, organizational learning, and empirical research on effective schools. A conceptual model of effective leadership for positive organizational was developed with psychological capital and authentic leadership as critical components. The goal of the study was to determine whether or not these measures of psychological capital and authentic leadership are valid, reliable, and appropriate for further research in educational settings. A confirmatory factor analysis quantitatively examined the goodness of fit between the data collected from Arizona secondary school principals and the predefined factor structure supported by previous theory and research. A sample of N=147 for the ALQ and N=149 for the PCQ-24 were collected from active secondary principals in Arizona. The following questions guided this study: 1. Is the factor structure of the PCQ-24 and the ALQ consistent with the theoretical model? 2. What are the internal consistencies (reliabilities) of the sub scales and the overall reliability for each questionnaire? 3. Are there any significant mean differences in psychological capital or authentic leadership behavior given any of the principal characteristics or school demographics? 4. What is the relationship between psychological capital and authentic leadership? Findings from the study suggested that the correlated four-factor model was a better fit than the theoretical latent factor model for both instruments. Overall reliability met acceptable levels for both instruments; however, some subscales in the self-report ALQ instrument were unreliable. Significant mean differences in principals' age and years as a principal were found in both instruments, along with mean differences on some school demographic factors. Several of these differences support the theoretical constructs of psychological capital and authentic leadership within this population. Given the tentative results of the instruments, additional research is recommended in validating these instruments and potentially modifying them slightly for a population of educators. Additional recommendations and limitations conclude this study.

School leaders face the challenge of creating and maintaining learning during rapid and complex conditions. Some of the challenges associated with leadership based on authenticity in intercultural schools will be discussed. The purpose of this essay is to describe and gain an insight into three school leaders´ views on leadership in multicultural schools. The study is based on scientific articles and the survey consists of interviews with head teachers in different multicultural schools. The hermeneutic research approach has been the basis for this study through qualitative interviews and collected data for analysis. To get a better understanding of the issues this essay culminates in, different leadership styles are shortly presented. The characteristics that underpin this study will hopefully be better understood through definitions of key concepts. In an attempt to further define authentic leadership, the concept of authentic followership will be introduced and discussed. Effective leadership in intercultural schools requires genuine understanding and action. In line with this, various strategies are proposed by which leaders can consciously transform and better understand the problems and find solutions in intercultural school contexts.

In leadership development, an established literature and a fertile praxis fall short of clarifying how individuals may develop the many and varied capabilities that contribute to leadership processes. Literature promoting personal growth tends to reduce personal development to cognitive development or rely on broadly defined and under-evidenced notions. The adult development literature offers to this research a conceptualization of personal development as systemic qualitative change in individual sensemaking. As sensemaking develops, it progresses toward greater integration (of interdependent cognitive, emotive, purposive, and conative dimensions), sophistication, and self-determination. The research aimed to examine how changes in the sensemaking of individuals may result in developmental outcomes relevant for personal and leadership development. This inquiry moves from a perspective idealist ontology and a social constructivist epistemology, selects philosophical hermeneutics as a research paradigm, and embraces exploratory qualitative longitudinal research. Purposive sampling guided the selection of research context, a leadership program focused on personal growth. Transcripts from 32 semi-structured constructivist-phenomenological interviews, collected from nine participants across fourteen months, were analyzed through constructivist grounded theory. Development was assessed ipsatively according to a literature-based framework. Contributions, in terms of substantive theory, are not generalizable beyond research context and sample. This research advances the differentiation of developmental context, process and outcomes. Context is found to transcend holding environment—to be ideally conducive to a specific type of change in virtue of a distinctive emerging quality. While vector processes facilitate development, core processes (individual sensemaking) are development. In terms of outcomes, the research supports an association between personal development and development of leadership capabilities, but questions whether self-awareness or personality adjustments per se constitute authentic personal or leadership development. This research exposes a pattern of seeking affirmation, associated with disproportionate identity salience of external image, which is potentially capable of hindering personal development by triggering maladaptive rather than adaptive self-reflection.

Darbe atskleidžiamas M. Lukšienės lyderystės fenomenas švietimo reformos laikotarpiu. Tyrėjams intriga: kokios aplinkybės kokius asmenis iškelia į lyderius, kaip susiklosto tokia lyderystė ir kokia ji yra šiuo konkrečiu – M. Lukšienės atveju. Mokslinės literatūros analizės, rašytinių dokumentinių šaltinių kokybinė analizės, ekspertų apklausos metodo, teorinių prielaidų ir tyrimų duomenų lyginamosios analizės pagrindu daromos išvados apie lyderystės fenumenalumą M. Lukšienės veikloje. / The project reveals phenomenon of leadership activities of M. Lukšienė during education reform in Lithuania. The researches face the issues: What circumstances do make the leaders rise? How such leadership develop? And what style of leadership is in case of M. Lukšienė? based on analysis of scientific literature; qualitative analysis of written document sources; method of expert survey; comparative analysis of theoretical prerequisites and research data were made conclusions about phenomenon of leadership in activities of Meilė Lukšienė.

Thesis (MComm (Industrial Psychology))--University of Stellenbosch, 2010. / ENGLISH ABSTRACT: This study was rooted in the emerging positive psychology paradigm of a positive approach to organisational behaviour. The assumption of this study was that certain variables influence work engagement, and it was therefore important to gain an understanding of these antecedents of work engagement. The aim of the study was to investigate the respective relationships that exist between the positive organisational psychological constructs, namely authentic leadership, optimism, self-efficacy and the influence of these variables on work engagement. A study to obtain more clarity about these aspects was therefore planned and executed. Based on the literature, a model depicting a sequential process of interrelationships amongst the constructs was proposed in the study. Both survey and statistical modeling methodologies were employed to guide the investigation. In order to conduct this survey research, an electronic web-based questionnaire was used as the method of data gathering. The questionnaire was programmed and posted for a period of three weeks on the portal of the company where the survey was conducted. A total of 781 e-questionnaires were sent out to the employees working in the particular organisation (a large liquor producing company). A total of 407 (n=407) respondents who work in this company and participated in the study completed four questionnaires – comprising of one composite questionnaire they had to respond to electronically. The four questionnaires constituting the composite questionnaire to obtain the responses from the 407 employees, were the Authentic Leadership Questionnaire (ALQ), Life Orientation Test Revised (LOT-R), General Self-Efficacy Scale (GSES) and the Utrecht Work Engagement Scale (UWES). Confirmatory factor analysis was conducted to evaluate the proposed theoretical structure of each of the constructs. Exploratory factor analysis was only conducted to investigate the reasons where a poor fit was obtained from the confirmatory factor analysis. The results of a Pearson correlation analysis, stepwise multiple regression analysis, and the soft approach to structural equation modeling (SEM), indicated significant relationships between authentic leadership and work engagement, authentic leadership and optimism, optimism and self-efficacy, and self-efficacy and work engagement. Relationships between the constructs authentic leadership and self-efficacy, and optimism and work engagement, were found to be not significant. / AFRIKAANSE OPSOMMING: Die huidige studie is gebaseer op die nuwe positiewe sielkunde paradigma, meer spesifiek positiewe organisasiegedrag. Die aanname van die studie was dat sekere veranderlikes werkstoewyding be nvloed. Dit was dus belangrik om insig te verwerf rakende die invloed van sekere voorspellers van werkstoewyding. Die huidige studie het ten doel gehad om die verwantskappe tussen veranderlikes binne positiewe organisasiegedrag, naamlik outentieke leierskap, optimisme, selfbekwaamheid, en die invloed van hierdie veranderlikes op werkstoewyding te ondersoek. ‘n Studie om meer duidelikheid oor hierdie aspekte te verkry is dus beplan en uitgevoer. Op grond van die literatuur is ‘n model voorgestel wat ‘n logiese en opeenvolgende volgorde daarstel van hoe die verskillende konstrukte aan mekaar verwant is. Sowel opname- asook statistiese modelleringsmetodiek is in hierdie studie gebruik. Data vir hierdie opnamenavorsing is versamel deur middel van ‘n elektroniese webgebaseerde-vraelys. Die vraelys is geprogrammeer en vir ‘n tydperk van drie weke op die portaal van die organisasie geplaas waar die opname gedoen is. ‘n Totaal van 781 evraelyste is uitgestuur na die werknemers wat in hierdie spesifieke organisasie werk (‘n groot drankvervaardigingsmaatskappy). ‘n Totaal van 407 (n=407) respondente wat in die betrokke organisasie werk en aan hierdie studie deelgeneem het, moes vier vraelyste – wat deel uitgemaak het van een saamgestelde vraelys – elektronies voltooi. Die vier vraelyste wat deel uitgemaak het van die saamgestelde vraelys en gedien het om die 407 werknemers se menings mee te verkry, het bestaan uit die Authentic Leadership Questionnaire (ALQ), Life Orientation Test Revised (LOT-R), General Self-Efficacy Scale (GSES), en die Utrecht Work Engagement Scale (UWES). Bevestigende faktorontleding was gebruik om die onderliggende teoretiese struktuur van al die konstrukte te evalueer. Waar ‘n swak passing verkry was gedurende bevestigende faktorontleding, is verkennende faktorontleding gebruik om die oorsaak te identifiseer. Die resultate van die Pearson-korrelasie analise, stapsgewyse meervoudige regressie analise, en die sagte benadering tot struktuurvergelykings-modellering (SVM), het aangedui dat daar beduidende verwantskappe tussen outentieke leierskap en werkstoewyding, outentieke leierkap en optimisme, optimisme en selfbekwaamheid, en selfbekwaamheid en werkstoewyding bestaan.

The aim of this quantitative study was to determine the relationship between authentic leadership (AL) and organisational commitment (OC) in a State hospital in South Africa. In this study AL was measured by means of the Authentic Leadership Questionnaire (ALQ) while OC was measured by the Organisational Commitment Questionnaire (OCQ). The self-report paper-and-pencil questionnaires were administered to a convenience sample of 222 participants in a State hospital in South Africa. The ALQ produced a Cronbach alpha coefficient of 0.815, while the OCQ produced a Cronbach alpha coefficient of 0.891, both of which were considered adequate for the purpose of the current study. Results indicated that there is a statistically significant positive relationship between Overall AL and Overall OC (r = 0.19, p ≤ 0.05). Results also indicated a statistical significant positive correlation between Overall AL and the three OC dimensions, namely Affective Commitment (r = 0.12, p ≤ .05), Continuance Commitment (r = 0.13, p ≤ .05) and Normative Commitment (r = 0.20; p ≤ .05). All the correlation coefficients obtained, although statistically significant at the 0.05 level, were of small practical effect, ranging from a low of 0.12 to a high of 0.20. These small correlations indicate that the relationships between the variables were weak, despite being statistically significant. The results of the regression analysis conducted indicated that AL accounted for a statistically significant amount of variance of Overall OC (adjusted r2 = 0.03, F (1.218) = 8.38, p ≤ 0.05), and of one of its three dimensions, namely Normative Commitment (adjusted r2 = 0.04, F (1.218) = 9.52, ρ ≤ 0.05). However, AL was unable to significantly predict the two dimensions of Continuance Commitment and Affective Commitment. Although two of the regression scores obtained in this study were statistically significant, the amount of variance they explained was extremely small, ranging from a low of 3% to a high of 4%. These results indicate that AL can predict the Overall OC and the Normative Commitment of a sample of participants in a State Hospital in South Africa. Limitations of the empirical study were the small sample size that was used in this study (n = 222), and the fact that the study was conducted in a single State Hospital, making the generalisation of results to other State or Private Hospitals in South Africa problematic. It was also recommended that due to the importance of AL as a contemporary approach to leadership, it should be studied further to determine its relationship with other organisational variables besides OC. / Industrial and Organisational Psychology / M. Com. (Industrial and Organisational Psychology)

The current study investigated how individual level cultural values (horizontal individualism, horizontal collectivism, vertical individualism, vertical collectivism, power distance, masculinity/femininity, uncertainty avoidance, and long/short term orientation) relate to the perceived effectiveness of authentic leadership. To ensure cultural diversity, data was collected from participants via Amazon Mechanical Turk (MTurk).The participant pool included 184 participants from the United States, India, and 10 other countries around the world. Of these, 68 (37%) participants identified themselves as female and 116 (63%) identified themselves as male. In order to provide a sample that is more representative of a working population, all participants were employed for an average of at least 20 hours a week in a workplace outside of the home. Data was collected using an online survey. Participants completed measures for individual level cultural values (Horizontal and Vertical Individualism and Collectivism Scale, and Individual Cultural Value Scale), the perceived effectiveness of authentic leadership (modified Authentic Leadership Questionnaire), and demographics. Participants were compensated $0.65 on average for completing the survey.The perceived effectiveness of authentic leadership was found to have significant positive correlations with horizontal individualism, horizontal collectivism, and long/short term orientation and a negative correlation with power distance and masculinity. In a final hierarchical regression model, age, power distance, long term orientation, and horizontal individualism were found to significantly predict 34% of the variance in perceived effectiveness of authentic leadership. The results help to provide a better understanding of hierarchy perceptions in the workplace. They suggest that individuals who value self-expression, less status differences between leaders and follower, and internal perseverance are more likely to endorse an authentic leadership style as being effective in the workplace. These results imply that congruence between employee and supervisor values may be an important factor in determining whether or not authentic leadership is perceived as being effective in the workplace. Further, managers and organizations may want to consider hiring individuals with cultural values that best fit their own values and leadership style. In the future researchers could investigate individual level cultural values as moderators between leadership and workplace outcomes, such as job satisfaction.

Both mindfulness and authentic leadership base themselves on self-awareness. Authentic leadership has positively predicted organizational citizenship behavior (OCB), and mindfulness has been positively correlated to work engagement, which has shared positive relationships with OCB. Job demands (JD) have been shown to compromise work engagement. Using a sample of 134 MBA and undergraduate students, a longitudinal design evaluated the meditational role of authentic functioning (AF) between mindfulness and OCB and the moderating role of JD. Over the course of three months, three questionnaires were administered to measure mindfulness, AF, OCB, and JD. Despite the positive predictive relationship between mindfulness and AF, there was not a significant predictive relationship between AF and OCB or the predictor (i.e. mindfulness) and criterion (i.e. OCB) variables, so structural equation modeling could not reveal if AF mediates the relationship between mindfulness and OCB. These findings suggest that AF could be a characteristic mechanism of mindfulness that helps facilitate certain behaviors. Future practical implications could suggest the prosocial value of cultivating mindfulness and authentic leadership to promote overall organizational functioning.

Background -Today's international business environment has facilitated the internationalisation process for firms all around the world by the reduced barriers to international trade (Efrat and Shoham, 2012). An expansion across borders is desirable since it offers the possibility of future business activities and it can aid a company to reach superior performance (Cotae, 2013). There are numerous strategies to an internationalisation process and the decisions made by the top management demonstrates the relationship between leadership behaviour and internationalisation (Cotae, 2013; Schweizer, Vahlne and Johanson, 2010). Therefore, this study will investigate leaders in multiple firms during the various stages of the internationalisation process in order to discover both how and to what degree they influence the internationalisation within their organisations.   Purpose- The purpose of this study is to explore what types of leadership behaviour influence the internationalisation process in MNCs and to examine specifically influential types of leadership behaviours in order to analyse the relationship between the behavioural and strategic differences in MNCs throughout the internationalisation process.   Method- This study will use an exploratory approach by combining existing theoretical frameworks and empirical data. Empirical data was collected through a qualitative research method consisting of nine semi-structured interviews, then qualitative content analysis was applied. Conclusion– The results show that a medium influence through authentic leadership can be demonstrated and can also be revealed as successful based on the MNCs current international activities.

<p>Cilj ovog istraživanja je utvrđivanje prirode veza između autentčnog liderstva,<br />afektivne posvećenosti i učeće organizacije, u trži&scaron;nim uslovima Republike Srbije.<br />Konkretno, rad ispituje uticaj autentičnog liderstva na učeću organizaciju uz<br />testiranje posredujuće uloge afektivne posvećenosti. Analiza ove studije od 502<br />ispitanika u proizvodnim i uslužnim preduzećima u Republici Srbiji empirijski<br />potvrđuje pretpostavljene uticaje. Dobijeni rezultati sugeri&scaron;u da je autentično<br />liderstvo važan prediktor učeće organizacije. Pored toga, rezultati pokazuju da<br />percipirana autentičnost kod lidera umereno i pozitivno utiče na afektivnu<br />posvećenost zaposlenih, &scaron;to zauzvrat delimično utiče na učeću organizaciju.</p> / <p>The aim of this study is to determine the nature of the relationship between<br />authentic leadership, affective commitment and learning organization, in market<br />conditions of the Republic of Serbia. In particular, the paper examines the impact<br />of authentic leadership on learning organization, along with testing the mediating<br />role of affective commitment. The analysis of a survey of 502 employees in the<br />manufacturing and service companies in the Republic of Serbia confirms these<br />influences empirically. The findings suggest that authentic leadership is an<br />important predictor of learning organization. In addition,the results reveal that<br />perceived authentic leadership capabilities moderately and positively influence<br />employee affective commitment, which in turn partly affects the learning<br />organization.</p>