AUTHENTIC LEADERSHIP, LEADER ANGER AND FOLLOWER JOB OUTCOMES: A COMPARISON OF ANGRY VS. NON-ANGRY LEADERS

Yıl 2020, , 106 - 126, 31.12.2020

Nevra Baker

https://doi.org/10.14514/byk.m.26515393.2020.8/2.106-126

Öz

This study investigates the effects of authentic leadership and leader anger on follower job outcomes of affective organizational commitment, trust in leader, and job satisfaction. In order to test the hypotheses of the study, an experiment and a survey were conducted, respectively. In the experiment, four different fictive leader types were constructed, and respondents were asked to answer questions about these leaders with the assumption that they worked with these fictional leaders. The findings of this study reveal that authentic leaders aroused higher levels of affective organizational commitment, trust in leader, and job satisfaction by their followers as compared to inauthentic leaders. Furthermore, both authentic and inauthentic leaders who displayed anger aroused lower levels of affective organizational commitment and trust in leader by their followers as compared to their counterparts who did not; and only authentic leaders who displayed anger aroused lower levels of job satisfaction as compared to their non-angry counterparts.

Anahtar Kelimeler

Authentic Leadership, Leader Anger, Affective Organizational Commitment, Trust In Leader, Job Satisfaction

OTANTİK LİDERLİK, LİDER ÖFKESİ VE TAKİPÇİ İŞ SONUÇLARI: ÖFKELİ VE ÖFKELİ OLMAYAN LİDERLERİN BİR KARŞILAŞTIRMASI

Öz

This study investigates the effects of authentic leadership and leader anger on follower job outcomes of affective organizational commitment, trust in leader, and job satisfaction. In order to test the hypotheses of the study, an experiment and a survey were conducted, respectively. In the experiment, four different fictive leader types were constructed, and respondents were asked to answer questions about these leaders with the assumption that they worked with these fictional leaders. The findings of this study reveal that authentic leaders aroused higher levels of affective organizational commitment, trust in leader, and job satisfaction by their followers as compared to inauthentic leaders. Furthermore, both authentic and inauthentic leaders who displayed anger aroused lower levels of affective organizational commitment and trust in leader by their followers as compared to their counterparts who did not; and only authentic leaders who displayed anger aroused lower levels of job satisfaction as compared to their non-angry counterparts.

Anahtar Kelimeler

Authentic Leadership, Leader Anger, Affective Organizational Commitment, Trust In Leader, Job Satisfaction

Kaynakça

• Allen, N. J., & Meyer, J. P. (1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology, 63, 1-18.
• Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315-338.
• Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F., & May, D. R. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. The Leadership Quarterly, 15(6), 801-823.
• Ayca, B. (2016). Otantik liderlik davranışının iş tatmini ve örgütsel bağlılığa etkisinin incelenmesi ve otel işletmelerinde bir araştırma (Doctoral thesis, Halic University, Istanbul, Turkey). Retrieved from https://tez.yok.gov.tr/UlusalTezMerkezi/tezSorguSonucYeni.jsp
• Azanza, G., Gorgievski, M., Moriano, J., & Molero, F. (2018). Influencing salespeople’s work outcomes through authentic leadership. Leadership & Organization Development Journal, 39(7), 926-944.
• Bennis, W. (2003). On becoming a leader. Cambridge, MA: Perseus Publishing.
• Blau, P. (1964). Exchange and power in social life. New York: Wiley.
• Brayfield, A., & Rothe, H. (1951). An index of job satisfaction. Journal of Applied Psychology, 35, 307-311.
• Coşar, S. (2011). Otantik liderlik kavramı ve ardılları üzerine bir araştırma (Master’s thesis, Kara Harp Okulu, Ankara, Turkey). Retrieved fromhttp://www.kho.edu.tr/Dokuman/enstitu/tezler/Serkan_Cosar.pdf
• Dasborough, M.T. (2006). Cognitive asymmetry in employee emotional reactions to leadership behaviors. The Leadership Quarterly, 17, 163-178.
• Deci, E. L., Connell, J. P., & Ryan, R. M. (1989). Self-determination in a work organization. Journal of Applied Psychology, 74(4), 580-590.
• Dietz, G., & denHartog, D. N. (2006). Measuring trust inside organisations. Personnel Review, 35(5), 557-588.
• Dirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: Metaanalytic findings and implications for research and practice. Journal of Applied Psychology, 87(4), 611-628. Dörnyei, Z. (2007). Research methods in applied linguistics. New York: Oxford University Press.
• Eberly, M.B., & Fong, C.T. (2013). Leading via the heart and mind: The roles of leader and follower emotions, attributions and interdependence. The Leadership Quarterly, 24, 696-711.
• Elfenbein, H. (2007). Emotion in organizations: A review and theoretical integration. The Academy of Management Annals, 1(1), 315-386.
• Eriksen, M. (2009). Authentic leadership: Practical reflexivity, self awareness, and self-authorship. Journal of Management Education, 33(6), 747-771.
• Fallatah, F., & Laschinger, H. K. S. (2016). The influence of authentic leadership and supportive professional practice environments on new graduate nurses’ job satisfaction. Journal of Research in Nursing, 21(2), 125-136.
• Gaddis, B., Connelly, S., & Mumford, M. D. (2004). Failure feedback as an affective event: Influence of leader affect on subordinate attitude and performance. The Leadership Quarterly, 15, 663-686.
• Gardner, W. L., Avolio, B. J., Luthans, F., May, D. R., & Walumbwa, F. (2005). Can you see the real me? A self based model of authentic leader and follower development. The Leadership Quarterly, 16(3), 343-372.
• Gardner, W. L., Fischer, D., & Hunt, J. G. (2009). Emotional labor and leadership: A threat to authenticity? The Leadership Quarterly, 20, 466-482.
• George, J. M. (2000). Emotions and leadership: The role of emotional intelligence. Human Relations, 53, 1027-1055.
• Gezer, A. (2015). Otantik liderlik davranışlarının iş tutumlarına etkisi: Mersin ili finans sektöründe bir saha araştırması (Master’s thesis, Toros University, Mersin, Turkey). Retrieved fromhttp://openaccess.toros.edu.tr/bitstream/handle/123456789/64.
• Gibson, D. E., & Callister, R. R. (2010). Anger in organizations: Review and integration. Journal of Management, 36(1), 66-93.
• Glomb, T. M., & Hulin, C. L. (1997). Anger and gender effects in observed supervisor-subordinate dyadic interactions. Organizational Behavior and Human Decision Processes, 72, 281-307.
• Goleman, D. (1998). Working with emotional intelligence. New York: Bantam Books.
• Gül, H. & Alacalar, A. (2014). Otantik liderlik ile izleyicilerin duygusal bağlılıkları ve performansları arasındaki ilişkiler üzerine bir araştırma. Akademik Sosyal Araştırmalar Dergisi, 2(5), 540-550.
• Gündoğdu, Z. & Islamoğlu, G. (2012). Otantik liderlik davranışının calışanların işe ilişkin duygusal iyilik algıları üzerindeki katkısı ve yöneticiye güvenin bu ilişki üzerindeki şartlı rolü. Paper presented at the Proceedings of the 20th National Management & Organizations Congress (Turkey), Izmir, Turkey (pp. 282-286). Izmir, Turkey: Dokuz Eylül University Faculty of Business.
• Hair, J. F., Black, W. C., Babin, B. J., Anderson, R. E., & Tatham, R. L. (2010). Multivariate data analysis. New Jersey: Prentice Hall.
• Henderson, J.E. & Brookhart, S.M. (1996). Organizational Leader Authenticity Scale (OLAS).
• Hsieh, C. C., & Wang, D. S. (2015). Does supervisor-perceived authentic leadership influence employee work engagement through employee-perceived authentic leadership and employee trust? The International Journal of Human Resource Management, 26(18), 2329-2348.
• Ilies, R., Morgeson, F. P., & Nahrgang, J. D. (2005). Authentic leadership and eudaemonic well-being: Understanding leader-follower outcomes. The Leadership Quarterly, 16(3), 373-394.
• İnelmen, K. (2009). Role of trust in mediating the effects of satisfaction and commitment on employee performance. Boğaziçi Journal, 23(1-2), 55-73.
• İslamoğlu, G., Yurtkoru, E. S., Börü, D., & Birsel, M. (2012).Güvenilir insane tanımı değişiyor mu? Paper presented at the Proceedings of the 20th National Management & Organizations Congress (Turkey), Izmir, Turkey (pp. 282-286). Izmir, Turkey: Dokuz Eylül University Faculty of Business.
• Janssens, W., Wijnen, K., De Pelsmacker, P., & Van Kenhove, P. (2008). Marketing Research with SPSS. New York: Prentice Hall Financial Times.
• Jensen, S. M., & Luthans, F. (2006). Relationship between entrepreneurs' psychological capital and their authentic leadership. Journal of Managerial Issues, 18(2), 254-273. Judge, T. A., Locke, E. A., Durham, C., & Kluger, A. N. (1998). Dispositional effects on job and life satisfaction: The role of core evaluations, Journal of Applied Psychology, 83, 17-34.
• Kant, L., Skogstad, A., Torsheim, T., & Einarsen, S. (2013). Beware the angry leader: Trait anger and trait anxiety as predictors of petty tyranny. The Leadership Quarterly, 24(1), 106-124.
• Kiersch, C.E., & Byrne, Z. S. (2015). Is being authentic being fair? Multilevel examination of authentic leadership, justice, and employee outcomes. Journal of Leadership & Organizational Studies, 22(3), 292-303.
• Kirkpatrick, S. A., & Locke, E. A. (1991). Leadership: Do traits matter?. Academy of Management Executive, 5, 48-60.
• Laschinger, H. K. S., Wong, C. A., & Grau, A. L. (2012). The influence of authentic leadership on newly graduated nurses’ experiences of workplace bullying, burnout and retention outcomes: A cross-sectional study. International Journal of Nursing Studies, 49(10), 1266-1276.
• Lelieveld, G., Van Dijk, E., Van Beest, I., & Van Kleef, G.A. (2012). Why anger and disappointment affect other’s bargaining behavior differently: The moderating role of power and the mediating role of reciprocal and complementary emotions. Personality and Social Psychology Bulletin, 38(9), 1209-1221.
• Lerner, J. S., & Tiedens, L. Z. (2006). Portrait of the angry decision maker: How appraisal tendencies shape anger’s influence on cognition. Journal of Behavioral Decision Making, 19(2), 115-137.
• Leroy, H., Palanski, M. E. & Simons, T. (2012). Authentic Leadership and Behavioral Integrity as Drivers of Follower Commitment and Performance. Journal of Business Ethics, 107(3), 255-264.
• Lewis, K. M. (2000). When leaders display emotion: How followers respond to nega¬tive emotional expression of male and female leaders. Journal of Organizational Behavior, 21, 221-234.
• Lindebaum, D. & Fielden, S. (2011). ‘It’s good to be angry’: Enacting anger in construction project management to achieve perceived leader effectiveness. Human Relations, 64(3), 437-458.
• Locke, E.A. (1976). The cause and nature of job satisfaction. In M.D. Dunnette (Ed.), Handbook of industrial and organizational psychology (pp. 1297-1349). Chicago, IL: Rand McNally.
• Madera, J. M., & Smith, D. B. (2009). The effects of leader negative emotions on evaluations of leadership in a crisis situation: The role of anger and sadness. The Leadership Quarterly, 20(2), 103-114.
• Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). An integrative model of organization trust. Academy of Management Review, 20(3), 709-734.
• Meyer, J. P., Allen, N. J., & Smith, C. A. (1993). Commitment to organizations and occupations: Extension and test of a three-component conceptualization. Journal of Applied Psychology, 78, 538-551.
• Newcombe, M. J., & Ashkanasy, N. M. (2002). The role of affect and affective congruence in perceptions of leaders: An experimental study. The Leadership Quarterly, 13, 601-614.
• Peus, C., Wesche, J.S., Streicher, B., Braun, S., & Frey, D. (2012). Authentic leadership: An empirical test of its antecedents, consequences, and mediating mechanisms. Journal of Business Ethics, 107, 331-348.
• Rafaeli, A., & Sutton, R. I. (1987). Expression of emotion as part of the work role. Academy of Management Review, 12, 23-37.
• Rousseau, D. M., Sitkin, S. B., Burt, R. S., & Camerer, C. (1998). Not so different after all: A cross-discipline view of trust. Academy of Management Review, 23, 393-404.
• Saracer, B. E., Karacay-Aydin, G., Asarkaya, C., and Kabasakal, H. (2012). Linking the worldly mindset with an authentic leadership approach: an exploratory study in a Middle Eastern context. In S. Turnbull, P. Case, G. Edwards, D. Schedlitzki, & P. Simpson (Eds.), Worldly leadership: Alternative wisdoms for a complex world (pp. 206-222). Basingstoke, UK: Palgrave Macmillan.
• Saunders, M., Lewis, P., & Thornhill, A. (2009). Research methods for business students (5th edition). London: Prentice Hall.
• Semedo, A. S. D., Coelho, A. F. M., & Ribeiro, N. M. P. (2016). Effects of authentic leadership, affective commitment and job resourcefulness on employees’ creativity and individual performance. Leadership & Organization Development Journal, 37(8), 1038-1055.
• Spielberger, C. D. (1988). Professional manual for the state-trait anger expression in¬ventory. Odessa, FL: Psychological Assessment resources.
• Sy, T., Côté, S., & Saavedra, R. (2005). The contagious leader: Impact of the leader’s mood on the mood of group members, group affective tone, and group pro¬cesses. Journal of Applied Psychology, 90, 295-305.
• Van Kleef, G.A., & Cote, S. (2007). Expressing anger in conflict: When it helps and when it hurts. Journal of Applied Psychology, 92(6), 1557-1569.
• Van Kleef, G. A., Homan, A. C., Beersma, B., van Knippenberg, D., van Knippenberg, B., & Damen, F. (2009). Searing sentiment or cold calculation? The effects of leader emotional displays on team performance depend on follower epistemic motivation. Academy of Management Journal, 52(3), 562-580.
• Van Kleef, G. A., Homan, A. C., Beersma, B., & van Knippenberg, D. (2010). On angry leaders and agreeable followers: How leaders’ emotions and followers’ personalities shape motivation and team performance. Psychological Science, 21(12), 1827-1834.
• Van Kleef, G. A., Homan, A. C., & Cheshin, A. (2012). Emotional influence at work: Take it EASI. Organizational Psychology Review, 2, 311-339.
• Waldman, D. A., Balthazard, P. A., & Peterson, S. J. (2011). Leadership and neuroscience: Can we revolutionize the way that inspirational leaders are identified and developed? Academy of Management Perspectives, 25(1), 60-74.
• Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126.
• Walumbwa, F. O., Christensen, A. L., & Hailey, F. (2011). Authentic leadership and the knowledge economy. Organizational Dynamics, 40(2), 110-118. Wang, D. S., & Hsieh, C. C. (2013). The effect of authentic leadership on employee trust and employee engagement. Social Behavior and Personality: An International Journal, 41(4), 613-624.
• Wei, F., Li, Y., Zhang, Y., & Liu, S. (2019). The Interactive Effect of Authentic Leadership and Leader Competency on Followers’ Job Performance: The Mediating Role of Work Engagement. Journal of Business Ethics, 153(3), 763-773.
• Wong, C. A., & Cummings, G. G. (2009). The influence of authentic leadership behaviors on trust and work outcomes of health care staff. Journal of Leadership Studies, 3(2), 6-23.
• Wong, C. A., & Laschinger, H. K. S. (2013). Authentic leadership, performance, and job satisfaction: the mediating role of empowerment. Journal of Advanced Nursing, 69(4), 947-959.
• Wubben, M. J., De Cremer, D., & Van Dijk, E. (2009). How emotion communication guides reciprocity: Establishing cooperation through disappointment and anger. Journal of Experimental Social Psychology,45(4), 987-990.
• Yaşbay, H. (2011). Otantik liderlik ve örgütsel bağlılık ilişkisi (Master’s thesis, Dokuz Eylül Üniversitesi, Izmir, Turkey). Retrieved from https://tez.yok.gov.tr/UlusalTezMerkezi/tezSorguSonucYeni.jsp
• Yukl, G. A. (2005). Leadership in organizations (6thed.). New York: Prentice Hall.