Dissertation/Thesis Abstract

Perception of leader authenticity: An examination of power and organizational level in the public sector
by Pierce-Mobley, Michelle Elaine, Ed.D., Indiana Wesleyan University, 2015, 111; 10129696
Abstract (Summary)

Authentic leadership is an observed behavior grounded on the following constructs: self-awareness, internalized moral perspective, balanced processing, and relational transparency, whereby the mastery of these constructs results in better outcomes for followers (Walumbwa, Avolio, Gardner, Wernsing, & Peterson, 2008). Although there are advantages to authentic leadership behaviors, not all leaders manifest such characteristics (George, 2003). The extant literature does not explore whether authentic leadership behaviors vary between leaders within different organizational levels. It is also unclear whether leaders’ personal sense of power (Anderson, John, & Keltner, 2012) mediates the relationship between leaders’ organizational level and authentic leadership. The purpose of this quantitative ex-post facto study is to determine whether leaders’ sense of power mediates the relationship between leaders’organizational level and authentic leadership. The sample was comprised of public sector leaders and followers from a metropolitan county government in the Midwest. Leaders from three different organizational levels (entry-level, mid-level, high-level) participated in this study by completing the Authentic Leadership Questionnaire self-rated version (Walumbwa et al., 2008) and the Personal Sense of Power index (Anderson et al., 2012). Those directly supervised by these leaders also completed the Authentic Leadership Questionnaire other-rater version. Not only did leaders affirm authentic leadership, their followers supported leader authenticity. There was no significant relationship between authentic leadership, organizational level or personal sense of power. leaders and followers from a metropolitan county government in the Midwest. Leaders from three different organizational levels (entry-level, mid-level, high-level) participated in this study by completing the Authentic Leadership Questionnaire self-rated version (Walumbwa et al., 2008) and the Personal Sense of Power index (Anderson et al., 2012). Those directly supervised by these leaders also completed the Authentic Leadership Questionnaire other-rater version. Not only did leaders affirm authentic leadership, their followers supported leader authenticity. There was no significant relationship between authentic leadership, organizational level or personal sense of power.

Indexing (document details)
Advisor: Ludden, LaVerne
Commitee: Beuthin, Timothy, Johnson, Boyd
School: Indiana Wesleyan University
Department: Organizational Leadership
School Location: United States -- Indiana
Source: DAI-A 77/12(E), Dissertation Abstracts International
Source Type: DISSERTATION
Subjects: Management
Keywords: Authentic leadership, Authentic leadership questionnaire, Leadership, Power, Public sector, Quantitative
Publication Number: 10129696
ISBN: 978-1-339-87587-3
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